1. Building Capacity for Science-based Habitat Management: The State of Joint Ventures under the New Conservation Paradigm Rex Johnson Habitat and Population Evaluation Team (HAPET) Division of Bird Habitat Conservation U.S. Fish and Wildlife Service

2. The shifting conservation paradigm challenges us to reconsider our respective roles and modes of operation Joint Ventures are no exception Joint Ventures: 1986-2004 A Period of Community Self Discovery “Joint venture projects should be implemented through facilitating agreements, negotiated and agreed to all those wishing to participate” North American Waterfowl Management Plan (1986)

3. The shifting conservation paradigm challenges us to reconsider our respective roles and modes of operation Joint Ventures are no exception Joint Ventures: 1986-2004 A Period of Community Self Discovery “Joint ventures have evolved as the principal vehicle for implementing projects to meet Plan goals.” North American Waterfowl Management Plan (1994)

4. The shifting conservation paradigm challenges us to reconsider our respective roles and modes of operation Joint Ventures are no exception Joint Ventures: 1986-2004 A Period of Community Self Discovery “[Joint venture management] Boards review feedback from evaluation programs and maintain an updated implementation strategy that reflects current understandings of the joint venture efforts needed to support Plan continental population objectives. Management boards identify the most effective conservation techniques and the relative importance of each in meeting joint venture landscape objectives. They also develop and secure funding for conservation projects.” North American Waterfowl Management Plan (1998)

5. The shifting conservation paradigm challenges us to reconsider our respective roles and modes of operation Joint Ventures are no exception “ Working both collectively and independently, joint venture partners conduct activities in support of bird conservation goals cooperatively developed by the partnership. These activities include: Biological planning, conservation design, and prioritization. Project development and implementation. Monitoring, evaluation, and applied research activities. Communications and outreach. Fund raising for projects and other activities. Joint Ventures: 1986-2004 A Period of Community Self Discovery USFWS Director’s Order No. 146

6. The shifting conservation paradigm challenges us to reconsider our respective roles and modes of operation Joint Ventures are no exception Joint Ventures: 1986-2004 A Period of Community Self Discovery “Joint ventures are planning and adaptive management focal points” North American Waterfowl Management Plan (2004)

7. What was SaidWhat was Heard 1994 NAWMP Update “A joint venture is a regional public/private partnership …. drawn together by common conservation objectives oriented around a particular physiographic region.” “Joint ventures have evolved as the principal vehicle for implementing projects to meet Plan goals.” “Joint ventures exist to implement projects to meet Plan goals.”

8. “Every Joint Venture is Unique” Diversity 1986 1994 Coordination through Science Cooperation though project match 2004 Coordinated and Cooperative Science-based Conservation

9. Coalescing Ideals: Circa 1986: Stop the habitat hemorrhage Circa 1994: Pursuit of NAWCA funds 2004: Science-based community conservation strategies Evolution toward a Conservation Business Model

10. Catalysts for Evolution toward a Business-like Approach to Conservation  Science-based advances in conservation theory  Technological advances in conservation methodologies  Fiscal accountability  Biological credibility/accountability  “Sustainable Development” as socio-ecological standard Catalysts… Pressure from NAWMP Peer pressure as we reach critical mass Examples of success in attracting external resource LMVJV has been preeminent

11. The greatest added value of joint ventures to conservation is manifest in their capacity to organization diverse regional partnerships around a science-based community strategy for conservation that each member of the partnership: Participates in delivering with the unique tools, resources, and programs at their disposal; and Promotes to the public and external agencies and organizations that use habitat conservation to attain diverse environmental and socio- economic ends. Function of a Joint Venture Management Board

12. 1.Develop conservation strategies to meet joint venture population goals (the Implementation Plan) a)Develop landscape designs b)Review. evaluate and refine habitat objectives 2.Ensure that critical assumptions are being addressed through sound scientific research or monitoring 3.Recommend protocols for monitoring and evaluation 4.Ensure information exchange among JV partners 5.Identify emerging issues in concert with management agencies Provide general scientific/technical guidance on migratory birds for the joint venture and constituent members Functions of Joint Venture Technical Groups

13. Management Board Science Team Program Guidance Technical Guidance Inreach and Outreach for Conservation Delivery External partnerships on modeling, monitoring, and research (Within their own agencies and with external partners like USDA) (Academicians, Scientific Community) Information is influence The JV is the conduit for information The JV is the conservation nexus by virtue of its science capacity and the influence of management board members Neither the management board nor the science team can exert this influence without the other0 Information Broker

14. Neither the management board nor the science team can exert this influence without the other The more uphill the road, the faster we tip over. A Trivial Metaphor for a Complex Symbiotic Relationship:

15. Joint Venture Science Capacity – The Current State ?

16. Joint Venture Science Capacity – The Roots of Science- based Planning: A Strong Tradition of Applied Research on Waterfowl and a conservation imperative for mallards and pintails (as per 1986 NAWMP)

17. Joint Venture Science Infrastructure –  The HAPET Model  The Distributive (aka “Other Duties as Assigned”) Model Provide general scientific/technical guidance on migratory birds for the joint venture and its constituent members 2 Traditional Alternatives

18. Joint Venture Science Capacity – The HAPET Model 1.A dedicated staff for science-based planning and outreach 2.A regional nexus for science 3.A Joint Venture technical committee provides a)input on key management uncertainties b)technical assistance with a) designation of priority and umbrella species b) population goals for these species c) development of models relating factors limiting populations and their habitats c)interagency coordination on monitoring d)assurance that their respective agency staff are aware of and use planning products 4.The team of dedicated staff are responsible for applying this guidance and developing the shared conservation strategies

19. Contracts for Spatial Analysis e.g., Central Hardwoods JV Accessory Contracts or Adjunct Partnerships e.g., Upper Miss. JV Contracts for model development and evaluation Joint Venture Science Capacity – Looking Forward Joint Venture Technical Committee Ad Hoc Working Groups Joint Venture Science Coordinator USGS Scientists Virtual Team Distributive – (adj.) 1: Dealing a proper share to each of a group

20. HAPET Technical functions centralized More JV $$ Less Partner $$ Could have less partner participation in planning leading to less partner use of products and coordination Considerable accountability by technical staff Centralized control (probably successful) Distributive Model Technical functions decentralized (more dependant on partners and others contributing staff time) Less JV $$ More Partner $$ Greater partner participation may mean greater partner use of products and coordination Less accountability?? No centralized control (less certain of success) Experience indicates that joint ventures with centralized technical functions (HAPET-like offices) have been the most successful at attracting and targeting resources. These are generally considered to be “model” joint ventures

21. Joint Venture Science Infrastructure – 2 Traditional Alternatives Implicit Partner Expectations of Joint Ventures ModelExpectations HAPET  The joint venture is a science-based resource for multiple conservation agencies Distributive  The joint venture is another source of funds for ongoing, traditionally under funded habitat conservation

22. Why does an International Bird Conservation Initiative Care about Fostering Biological Planning and Landscape Design Capacity within Joint Ventures? A Strong Regional Biological Foundation and Planning Capability is the Keystone to Strategic Habitat Conservation at National and Local Scales Joint Ventures that have devoted significant JV funding to planning have had success in attracting significant external funding for habitat conservation $$ $$ = A Good Investment

23. Why does an International Bird Conservation Initiative Care about Fostering Biological Planning and Landscape Design Capacity within Joint Ventures? A Strong Regional Biological Foundation and Planning Capability is the Keystone to Strategic Habitat Conservation at National and Local Scales Bird initiatives know they are not capable of developing ecoregional science-based conservation strategies because population-habitat relationships vary across space and time and require regional expertise.

24. “As the lead government agency for the conservation of Federal trust species, the Service must no longer view its role as solely a manager of habitats and populations, but as the steward and purveyor of the biological foundation for trust species conservation.” Joint Venture Science Capacity – Looking Forward T&E Species Migratory Birds Inter-Jurisdictional Fish Federal Trusts:

25. Joint Venture Science Capacity – Looking Forward State Trust Responsibilities: To establish eligibility for these [State Wildlife Grant] funds, the State, Territory, or other jurisdiction must first submit or commit to develop by October 1, 2005, a comprehensive wildlife conservation plan. Resident Birds Mammals Resident Fish Amphibians

26. Joint Venture Science Capacity – Looking Forward T&E Species Migratory Birds Inter-jurisdictional Fish A Comprehensive Community Strategy for Sustainable Landscapes Resident Birds Mammals Resident Fish Amphibians A Comprehensive State Wildlife Conservation Plan

28. Joint Venture Science Capacity – Looking Forward T&E Species Migratory Birds Inter-jurisdictional Fish Resident Birds Mammals Resident Fish Amphibians Who, what, when, and how?

29. Making a Business Model for Science-based Conservation SOP Management Board Table This new paradigm is a flash in the pan Just ignore it and it will go away How committed is my agency and our staff to the new paradigm of strategic science-based conservation? Is being a nexus for science the right role for my joint venture? Our commitment is growing as it becomes more familiar

30. Making a Business Model for Science-based Conservation SOP Management Board Table The JV can do it all What role should the joint venture play in guiding my agency’s internal conservation actions? The JV has a role but so does my agency

31. Q: What role should the joint venture play in guiding my agency’s internal conservation actions? Q: How committed is my agency and our staff to the new paradigm of strategic science-based conservation? A: “The joint venture has a role but so does my agency.” A: “Our commitment is growing as the new paradigm becomes more familiar to us.” Q: Is being a nexus for science the right role for my joint venture? A: “Absolutely.”

32. A: “The joint venture has a role but so does my agency.” A: “Our commitment is growing as the new paradigm becomes more familiar to us.” Q: Is my agency prepared to do the necessary re-engineering? Q: Are we really prepared to yield some of our sovereignty? Q: If so, how much? In what areas? Q: What species or ecological functions are our respective responsibilities? Q: How can seamless coordination be assured between my agency and the joint venture? Q: What support will my agency provide to the joint venture?

34. Joint Venture Science Capacity – The Distributive Model Distributive – (adj.) 1: Dealing a proper share to each of a group Joint Venture Technical Committee Issue Ad Hoc Working GroupsSpecies Ad Hoc Working Groups

35. Joint Venture Science Infrastructure – 2 Traditional Alternatives Explicit Joint Venture Expectations of International Bird Conservation Initiatives ModelExpectations HAPET  Regional population goals  Technical support for model development Distributive  A conservation strategy ready for [ad hoc] integration and implementation

37. Joint Venture Science Capacity – Making a Business Model for Science-based Conservation SOP Challenges – Technical Data gaps– Spatial data; Population/habitat data; Human dimensions data The burden of an imperfect understanding of ecological systems There are no technical obstacles that can’t be addressed under the new paradigm Logistical/ Practical Philosophical

39. Joint Venture Science Capacity – The HAPET Model HAPET Wildlife Biologist FWS Managers Identify An Issue 1. Consultation Other Partners (States, NGOs, other Feds) 2. Coordination Other Stakeholders and Technical Partners Model development Solicit technical input from the Technical Committee and others) + 3. Do spatial analysis and create and distribute decision tools 4. Coordinate evaluation

40. Joint Venture Science Capacity – The HAPET Model Team Leader Wildlife BiologistWildlife Biologist Monitoring Biotech (Waterfowl) (Nongame Birds)Coordinator Seasonal Employees

41. Joint Venture Science Capacity – The Distributive Model Common Characteristics 1.Science and planning are the role of technical team members 2.Science and planning are done on an “as time allows” basis 3.Partner agencies are independent foci of science and planning 4.The technical committee provides: a)input on key management uncertainties b)collective technical assistance with a) designation of priority and umbrella species b) population goals for these species c) development of models relating factors limiting populations and their habitats c)spatial analysis and landscape design d)interagency coordination on monitoring e)assurance that their respective agency staff are aware of and use planning products 4.The responsible party is the joint venture coordinator

42. Joint Venture Technical Committee Issue Ad Hoc Working GroupsSpecies Ad Hoc Working Groups Joint Venture Science Capacity – The Upgraded Distributive Model Joint Venture Science Coordinator Science and planning are done on an “as time allows” basis Partner agencies are independent foci of science and planning The responsible party is the joint venture coordinator

43. Joint Venture Science Capacity – The Distributive Model Joint Venture Technical Committee Issue Ad Hoc Working GroupsSpecies Ad Hoc Working Groups Joint Venture Science Coordinator Science Coordinator – Roles and Responsibilities 1.Ensures information exchange among joint venture partners 2.Technical committee coordinator and liaison to joint venture management board 3.The “Whip” for ad hoc working groups 4.May perform spatial analysis and create planning tools 5.Coordinates research and evaluation