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Partners in Parks acknowledges the assistance of many people in the
preparation of this handbook. In particular, L. Peter Boice, Director of
Conservation and Jacquelyn M. Howard, Natural Resources Program Manager
for the Legacy Resource Management Program, have been the principal
contacts for Department of Defense policies and procedures. An informal
review committee composed of resource managers, Valerie Morrill, Yuma
Proving Grounds; Joseph Gorrell and Dennis Fenn, National Park Service;
and Merritt Drucker, CEHP, Inc. provided significant comments on draft
materials. Partners in Parks remains solely responsible for these
materials; error of fact or misinterpretations of laws are not the fault
of any of the people who submitted comments. Preparation of this publication was made possible with Department of
Defense Legacy Resource Management Program funds through the National Park
Service Cooperative Agreement CA 0022 9 8001 with Partners in Parks. This
document is a Legacy Program work product and does not reflect the policy,
practices or doctrine of the Department of Defense or the U.S. Government.
II.
PARTNERSHIPS AND THE MILITARY
VI. REFERENCES
Appendix A Practical Exercise Appendix B "Effective Partnerships" Appendix C Sample Agreements Appendix D Pertinent Legislation
PARTNERS FOR RESEARCH AND RESOURCE MANAGEMENT was published in
1991 with a focus on partnership needs and opportunities in national
parks. This version of that publication seeks to address partnership needs
and opportunities on military installations. The emphasis here is
primarily on resource management. Earlier this year the Department of Defense issued RESOURCE
MANAGER'S GUIDE TO VOLUNTEER AND PARTNERSHIP PROGRAMS as "interim
guidance," which will remain in effect until formal policy is promulgated.
The purpose of the DoD publication is to provide guidance for establishing
volunteer and partnership programs in support of the DoD's natural and
cultural resources programs. It describes the Volunteer and the
Partnership Cost-Share programs, emphasizing program procedures and
administration. PARTNERS FOR RESEARCH AND RESOURCE MANAGEMENT ON MILITARY
INSTALLATIONS may be best used as a companion to the RESOURCE
MANAGER'S GUIDE. PARTNERS cites examples of successful partnership and
volunteer programs. It gives suggestions on how to initiate a partnership
or expand an existing one. It shows how to find and use partners, how to
select appropriate activities, and how to turn an initial partnership
project into a long-term relationship. With these two volumes in hand,
resource managers on military installations should be well advised on
Department guidelines and tested techniques on partnership
building. NOTE REGARDING DEFINITION OF TERMS: Resource managers and management as
used in this text refer only to natural and cultural resources, not to
financial, personnel or other types of resources.
The opening words of the "Scope of Program" section of RESOURCE
MANAGER'S GUIDE TO VOLUNTEER AND PARTNERSHIP PROGRAMS
state:
Department of Defense lands represent a magnificent resource base that
may very well be on a par with public lands in our national parks,
preserves and wilderness areas. Military installations have some of the
best remaining wildlife habitat, particularly in urban and other highly
developed areas. They have a large inventory of properties that are listed
or are eligible for listing on the National Register of Historic Places.
Because of long-term limited public use, military lands offer almost
unparalleled protection of archeological sites. They are not subject to
commercial development or heavy recreational use as are other federally
managed lands. For these reasons, military lands and sites will become
increasingly attractive to those whose interests include conserving the
special features found on them. This largesse of natural and cultural resources is both a challenge and
an opportunity for installation commanders and their resource management
staff. While the military mission is first and foremost in priority and
importance, with a secondary responsibility to support public
interpretation and recreation activities where appropriate, resource
stewardship for purposes of multiple use and sustained yield is becoming a
more urgent mandate. Resource managers have to plan and implement a
stewardship approach to resource management while expediting the primary
military mission. They are searching for ways to get both jobs done, and,
in many instances, they are finding expertise and willing assistance from
both inside and outside the military. Individuals and groups that may have had no previous contact with the
installation see an opportunity to pursue their conservation interests
there. People who are connected with the installation have another avenue
for building community interest and support. Stewardship responsibilities provide opportunities for partnerships to
get needed work done, to provide for public enjoyment, and to enhance
relations with the local community. Forming partnerships is hardly a new idea to the military services.
They have entered into agreements with federal and state agencies for
purposes of maintaining land resources for sustainable military use and
managing wildlife for conservation and recreation purposes. Other
successful conservation programs include DoD's Legacy Resource Management
Program, participation in the North American Waterfowl Management Plan,
cooperative ventures with The Nature Conservancy, Partners in Flight, and
the Coastal America Initiative. Local organizations have helped manage
installation museums, organize recreational activities and build community
awareness on military installations. Increased concern for resource
stewardship opens new avenues for forging long-term relationships with new
partners. On the pages that follow are ideas, examples and encouragement to those
who have responsibility for resource stewardship on military installations
on how to accomplish this mission. The exhortation is to look for new and
appropriate interest groups, form partnerships, enhance existing
partnerships, roll up your sleeves, and get to work.
The Partnership Concept The word partnership implies sharing responsibility, equality,
collegial relations. How might a partnership work on a military
installation? Are there guidelines for building partnerships? In what
situations are partnerships appropriate? The military services have supported long-term partnerships with
federal and state agencies, so the concept is hardly new. What is new is
expanding partnership opportunities to non-profit organizations and
interest groups for a variety of activities supporting resource
stewardship. These new partnerships have two missions. One is to help interested
individuals and organizations gain access to military installations for
the purpose of working on rewarding resource management projects. The
other is to help installation commanders and their resource management
staff accomplish major goals and objectives in resource protection,
conservation and stewardship. With the stewardship mandate of the
Department of Defense taking on a new level of importance, there are needs
and opportunities for people with a variety of professional capabilities
to pursue their own interests as well as to assist a valued national
institution. Where there are common goals and mutual interests,
partnerships will thrive. A possible new approach to partnerships is to establish cooperative
ventures between installations and private sector individuals and
organizations working pro bono on their interests as well as on major
installation objectives. Another aspect of this approach is to involve
corporations, academic institutions and others in supporting these
cooperative ventures. Partnerships should work toward long-term relationships, not just brief
encounters that are focussed on a single project. Long-term relationships
tend to be more cost effective. Groups have more staying power than
individuals. There can be no guarantee a partnership will be a lasting
one, but here is a model that may be emulated--the Cave Research
Foundation. The Cave Research Foundation Model The Cave Research Foundation (CRF) has worked in partnership with
public lands managers, primarily in national parks, for 35 years. Started
by a group of cave explorers, this volunteer organization has developed
the capability to support and conduct research and resources management
projects and has become the premier cave science organization in the
world. Several reasons account for the Foundation's successful partnerships.
Cavers are a well defined interest group and CRF attracts those who are
interested in contributing their time and talents to achieving Foundation
goals. CRF supports and encourages multidisciplinary research, which tends
to give a more comprehensive and cohesive picture of cave features and
dynamics than would a single subject approach. Caves in protected areas
tend to be excellent laboratories. The Foundation has been successful in
attracting the most capable people to work in these exciting environments.
CRF leaders have sufficient knowledge about the cave features or how to go
about gaining that knowledge where they conduct their projects that they
need very little guidance from the public lands managers on how to
accomplish agreed upon objectives. They also take full responsibility for
training all who work on projects under their auspices. Because many of the burdens resource managers usually experience with
volunteers (training, managing, supervising, finding something for them to
do) do not exist with the Cave Research Foundation, time and energy may be
spent on finding new opportunities for CRF to contribute to public lands
programs. Because of its longevity, the Foundation is a well informed
advocate for cave research and management objectives. It has a vested
interest in understanding and protecting the special features at its
partnership sites. In many ways, CRF seems like a contractor. It offers professional
capabilities, can define and complete tasks, and in many instances is
willing to work under a schedule. It is different from a contractor in
that it works primarily pro bono and is always looking for new ways to
work with its partners. The partnerships the Foundation enters into tend
to be open ended, unconstrained relationships that allow for creativity,
innovation and quick response to changing needs or
interests. Military Installations Military lands are federal property that has been withdrawn from public
access. They are managed differently from the lands held by other federal
agencies. The primary role of the resource manager is to keep the lands
healthy for military purposes. Forestry, agriculture, public recreation,
interpretation, and other programs are secondary. There are restrictions
on access to and activities on military installations for reasons of
national security and the presence of hazardous materials among others.
Resource managers should be familiar with these restrictions as they apply
to their service and installation. However, because using partners for
resource stewardship is a fairly new concept, new laws and guidelines have
been written that may change previous restrictions on using nonmilitary
personnel in a resource management program. The RESOURCE MANAGER'S GUIDE TO VOLUNTEER AND PARTNERSHIP
PROGRAMS reports:
Legacy Resource Management Program. Created by the
Department of Defense Appropriations Act, 1991, (P.L. 101-511[Nov. 5,
19901) the Legacy Resource Management Program has enhanced and expanded
the Department of Defense's natural and cultural resource stewardship
programs. Legacy funds have supported hundreds of demonstration projects,
many of which were accomplished in partnership with federal agencies,
state agencies, state and regional organizations, local agencies,
universities, museums, laboratories, Native American tribes and
organizations, private groups, and individual volunteers. This program has
given a tremendous boost to involving partners with resource management
and has shown the way to expand the traditional partners base (other
government agencies) to include the private sector. A list of the
legislative purposes of the Legacy Program appears in Appendix
D. The Department of Defense has issued guidelines for using volunteers in
resource management programs. They describe both Volunteer and Partnership
Cost-Share programs "to improve stewardship of DOD land through active
involvement of the local community in DOD programs, and to conserve and
restore important natural and cultural resources."3 This interim guide
should help all the services develop and manage partnership programs until
formal policy is finalized. Partners or contractors. When considering involving
non-military personnel in resource stewardship projects, decide whether
troop labor will be satisfactory or whether more specialized skills are
needed. Partnerships may be more appropriately viewed as replacing what
might ordinarily be done under private contract if the funds were
available. However, a word of caution: Partners are not contractors.
Regulations that guide contractual work or work done by military personnel
are mostly inappropriate for partnerships as presented here. Purpose of partnership. In considering which resource
management objectives may be best met through a partnership--either a new
one or by expanding an existing one--the first step is to look at the
purpose of the installation. The military manages its lands for sustaining
or enhancing the military mission as wen as for other activities. Some of
these include improving habitat for game management, managing a watershed
for the installation water supply, supporting a timber sales program,
protecting rare species and their habitat, preserving historic structures,
and supporting the morale, welfare and recreation needs of installation
personnel. Finding Partners. The next step is to look for people who
would be partners. Organized groups already involved in installation
activities such as the rod and gun club, the military history club or the
museum docents may become willing and able partners to help enhance the
resource they are most concerned about. What natural or cultural features
on the installation are most special to the area? For example, the
only/best/largest--open space in an urban area; examples of 19th century
officers houses; herd of Roosevelt Elk; natural habitat to support endemic
species--will either already have strong advocates or can be used to
attract talented partners. Putting it Together Written agreements. The best way to ensure the success of
a partnership is to be sure that as much as can be is very clear between
the partners from the beginning of the relationship. One path to clarity
is via a written agreement in which the project is described. The
formality of preparing the agreement gives the partners the incentive to
think carefully about what they are committing themselves to do together.
The more solid the platform on which the partnership is built, the more
likely all anticipated outcomes will be reached. (See Appendix C for
examples) Types of projects. Although there is a great variety of
resource management objectives to be accomplished on military lands,
inventory and monitoring and environmental or cultural preservation
projects seem to offer the best opportunities for long lasting
partnerships. Short-term (one day or one week) projects that may include
area cleanups, trail repair, or other maintenance related activities may
be more appropriate for military labor or outside groups that are
interested in focussed volunteer activities. Long-term partnerships. The vision is to build long-term
commitments between volunteer groups and military installations. One does
not create a partnership in a few planning sessions or with signatures on
a document. Partnerships grow and develop over time. As people or
organizations who call themselves partners work together, producing,
anticipated and perhaps even unanticipated results, the perceived value of
what they are doing, and their respect for one another grow. If the sense
of value and mutual respect exist from the beginning of the relationship,
the partnership will mature quickly. Why partnerships? You can depend on each other. Some of the
uncertainties of time and level of commitment of volunteers are erased.
Some of the mysteries of what happens on military installations that could
help or hinder joint projects is resolved. Expectations are clearer;
surprises are fewer; outcomes are more certain. The burden of decision
making and project management may be more easily shared among the
partners. Partnership is an exciting way to approach resource management
of natural and cultural features on military installations.
Why Build Partnerships Need for assistance. Military installations need help in
meeting immediate needs, that is, in solving problems. Think about the
planning process that is required for installation management. An adequate
Base Comprehensive Plan or Installation Master Plan requires detailed
resource surveys, such as surveys of wetlands, cultural sites, and
threatened and endangered species.4 Then there are a number of resource
management requirements listed in laws such as the Endangered Species Act
and the National Historic Preservation Act that exceed most installations'
resource managers' capability to respond to without assistance. Military
installations may be short staffed in resource management personnel. And
there is too much to do to rely on contract labor alone. There are only so
many hours in a day and there is never enough money or other support to
get the whole job done. Volunteer assistance may be an option. With so
much to be done, finding partners may be the answer to accomplishing more
resource management objectives.
Constituency building. Another reason for installation
commanders to seek out partners is to meet long-term needs. A highly
desirable goal is to develop a knowledgeable and devoted constituency for
the installation. What better way than to get an organized group of people
intimately involved in resource stewardship programs that are critical to
resource protection, conservation or public awareness and
education. The way you manage the use of your lands is to promote your interests
and invite qualified and interested people to join you in accomplishing
your goals. You are looking for people with interests that are compatible
with yours to be your partners. Many installations are fortunate to have a
devoted constituency already. These are people who feel they "own" the
place and are therefore very important to its standing in the community.
In one instance you build a constituency from a base of mutual interest.
In another you use an existing constituency to help you meet your
goals. Installation recognition. Partnerships with groups that
have specific interests and talents can help you avoid problems and may
even earn the installation recognition such as one of the Secretary of
Defense's Natural Resources Conservation Awards or the Nature
Conservancy's President's Award. Some successful partnerships have begun
because an installation was in trouble on an issue of compliance with a
resource management law or regulation. Others have been the logical
outcomes of resource stewardship program activities. Legacy Resource Management Program. An exciting new
exploration of volunteer assistance and partnerships has arisen because of
the Legacy Resource Management Program. Beginning in FY 1991 funds were
made available to military installations to set up projects demonstrating
inventory, conservation, and restoration of biological, cultural, and
geophysical resources in partnership with public and private groups.
Legacy has proven to be such an attractive program that its available
funds are many times over subscribed. New initiatives, especially those that are service-wide or DoD-wide,
are often difficult to take advantage of unless you happen to have an
in-house expert. If you have developed a partnership frame of mind or
actually have a well established volunteer group working with you on
resource management projects, you may have a ready source of expertise to
help you take advantage of new opportunities. Many installations with
successful Legacy programs enjoyed such partnerships prior to receiving
their first Legacy funding. Staff cutbacks. In an era of downsizing military
personnel, an installation commander may be hard pressed to continue to
meet all ongoing resource management obligations. A volunteer group may be
able to take complete responsibility for some projects such as managing
the installation museum. If you buy into the partnership concept, you may need to consider
restructuring how you allocate available funds. For instance, money you
might have used to buy a contractor's time may go farther if used to
support a Volunteer or Partnership Cost-Share project. You will find that
your responsibility may become more one of managing and less one of doing
projects. As you become successful at attracting partners to accomplish
the installation's resource management programs, you will need to focus
available funds on building the structure to support a much larger program
than installation personnel alone will justify. Who Are Potential Partners From experts to enthusiasts. People who would give their
time and talent to a voluntary effort on a military installation are
likely motivated by passion, professional interest or pride. Enthusiasts
are passionate about their causes and hobbies. Students, teachers and the
like look for opportunities to pursue their professional interests.
Current and former military personnel and their families take pride in the
appearance and reputation of their home installation. Your potential volunteer partners may be "credentialed" (subject matter
experts) or "uncredentialed" (enthusiasts, hobbyists). Look for experts at
universities, public agencies, corporations, museums, and libraries. They
may also be found in professional societies, in certain focussed interest
groups, among retirees (do not forget former officers and civilian
installation employees), and among the "professions" and specialists such
as computer applications experts. Enthusiasts may be found in service
organizations, interest groups, and among students and
retirees. Existing groups. Perhaps the first place you should look
for volunteers and partners is among existing installation supporters.
Your biggest asset might be the former installation commander who just
retired from the service. He and other retired service personnel could
become the backbone of your partnership program, serving as project
supervisors, providing training to project recruits, recruiting new
partners, and helping keep the current installation commander fully
informed of the partnership program. Another valuable asset for "selling"
a partnership program is the families of current and former installation
personnel who live in the community. In many instances, a group already has a relationship with the
installation that could be turned into a partnership. Take for example an
installation rod and gun club. They are interested in fishing and hunting
in the area. Would they be willing to take on some continuing
responsibility for habitat restoration or wildlife management? If they
were to do that, might they be interested in doing some other projects
such as an inventory of all historical sites on the installation? You
might ask why a rod and gun club would have any interest in doing a
historical resources survey. The answer might surprise you. People can become attached to a place and be willing to do all sorts of
things if they are simply asked. Sometimes they need a little incentive,
but often pride and connection to place are sufficient. The Nature Conservancy. Sometimes what you want or need
done leads you to a specific group. If you need an endangered species
inventory, the first place to look is The Nature Conservancy. This
nonprofit, tax-exempt corporation has a cooperative agreement with the
Department of Defense to do inventories for all military departments.
Although there are costs involved with the Conservancy doing inventories,
some savings may be realized if their professionals are supported by your
volunteer group which is interested in, say, vegetation
management.
Characteristics of group. In seeking to attract partners,
spend some time thinking of who you want working with you as well as what
you want done. A sizable support group may prove more valuable in the long
run than a single individual. Remember the Cave Research Foundation model.
Look for a self contained, disciplined group, one that will not demand a
lot of your time either to train or supervise. Also, what you ideally want
is someone who will say to you, "I know your priorities. My group is
qualified and interested in doing this particular work with
you." If you have a particular need and cannot think of anyone who could help
you, invent a group and then go find it. A national park scientist once
described what seemed like an impossible situation. He was concerned that
song birds might be diminishing in his park and he wanted to inspect their
nests to see if they were successfully producing young. He had expert
assistance available to him from the Audubon Society, but none of the
members were capable of climbing the tall trees in the park, and
observation from the ground proved unsatisfactory. What he needed was an
interest group that enjoyed scaling very tall trees. They could team up
with the Audubon Society members to whom they would report their
observations while up in the trees. In fact, such a group really existed!
Would they be willing to work with the Audubon Society in a national park
in order to be allowed to climb some of the world's tallest trees? Why not
ask them? There are groups that pursue every imaginable interest. A handy
reference source is the Encyclopedia of Associations. (See Part
VI) Volunteers as partners. A final word about who to look
for as partners. What we are promoting here is primarily the unpaid
partner or volunteer. But do not let this designation take on a pejorative
meaning for you. Full, tenured professors from Stanford who conduct
research at Yosemite funded by the National Science Foundation are
volunteers when they work and share information with the park. Others may
see trash bags and tennis shoes when they hear the word "volunteer". For
them, "partners" may be the better term to use to describe supporters,
neighbors, members of the community, and others committed to your cause.
Judge the value of the work done by its quality, not whether you paid for
it. What Can Partners Do You seek partners to do what you want or need done; to do work that
otherwise would not be done due to financial or personnel constraints.
Through the installation's planning process, specifically the Base
Comprehensive Plan, Installation Master Plan, the Integrated Natural
Resource Management Plan, the Cultural Resource Management Plan, and any
appended sub-plans, all installation resource management objectives are
listed. The installation's budget and staffing level will determine which
objectives will be addressed in any given year. Project characteristics. The types of projects
articulated in planning documents are varied. They may call for data
gathering or application of knowledge to managing natural or cultural
features. They may be short-term intensive, long-term sporadic, seasonal,
high or low intellectual content, labor intensive, or require skills not
found among current employees. Level of expertise required. As you think about what you
want partners to help you accomplish, as well as who might be available to
work with you, think about what "uncredentialed" (see p. 10) partners
might do. Candidate projects include inventory and monitoring, mapping for
the installation geographic information system (GIS), data input into
computers, photo-monitoring, vegetation management (rehabilitation,
surveys, exotics control), archeological and historic building surveys,
and field assistants for "credentialed" subject matter experts. Some of
these projects could be managed by your partners, others might require the
leadership of an expert of some sort. Some partnership opportunities. Military installations
participate in a number of national initiatives that could use or require
partners. Some examples are:
Another productive partnership area is developing and managing
recreational activities. DOD Directive 4700.4 states that the public shall
have full access to DOD lands, "compatible with public safety and mission
activities."6 Project selection criteria. Be creative in matching
projects to prospective partners. Review the installation's Integrated
Natural Resource Management Plan. List everything you would do if
sufficient time and personnel were available. Delete projects that pose
the following problems:
Look at the list from your partner's point of view. What might be
appropriate as well as challenging or interesting? The ideal project is one that leads to a long-term commitment with
compatible partners. Start with something that has an end or specific
result that can be reached in a year or two as a trial to see whether
working as partners will be satisfactory. But remember that the investment
you make in establishing a short-term partnership might be better made
with a long-term partnership in mind.
Project responsibilities. Think about your own role in
working with partners. In some instances you may be working together doing
the same tasks. In other instances, you may be doing different tasks that
are supportive of the overall goal of the project. For example, the
project statement for managing the installation's rare plants calls for
monitoring change among the plant populations and then taking whatever
action is called for to preserve those populations. Your partnership group
is running transacts through a 500 acre section of the installation noting
the location and density of exotic trees. They enter this data into the
installation's GIS. A previous inventory (including geographic location)
of threatened species in the same area gives you a baseline against which
you can monitor the impact of the exotics on the threatened species. Your
partners provide the data; you do the analysis. There are some projects that a partnership group could do entirely on
its own. For instance, an appropriate group could identify all the
historic properties on the installation, develop adaptive use plans for
historic facilities that are not being used, and even prepare lease
plans. The Legacy Resource Management Program. Using
partners allows you to do more than your staff and available funds would
ordinarily accomplish. Sometimes working with partners actually increases
your available funds. The Legacy Resource Management Program encourages
partnerships and allocates funds for resource stewardship projects. Even
without Legacy funds, partners can be encouraged to find sponsors to
support their projects. If you start with a funded project consider
looking for partners who are capable of finding new funding sources when
the time comes. For some final thoughts on what to do, see Table 1. Examples of Natural
and Cultural Resource Partnership Projects.
Two important questions are how to attract partners, or where to look
for partners, and how to maintain good partnerships. Basically the answers
are, reach out and cultivate good relationships. Expand interests of known groups. The first step in
finding partners is to look among installation friends and users and
expand their interests. Perhaps it has never occurred to these people that
they could assist you in ways other than what they are doing
now. Look at your goals, objectives and tasks with an eye to getting others
to do them--the Tom Sawyer approach. Energize interest groups and service
organizations. The Nature Conservancy is touted as a very effective
organization because it does things rather than just talk about them.
Challenge other conservationists to expend their physical and intellectual
energies on your behalf rather than just talking to or about
you. Attracting "experts". Some thoughts about attracting
highly skilled partners with other than contract funds. When you contract
for work, you get no more than you pay for, but you get it "on time" and
in an agreed upon format. If you entice partners to pursue their interests
on your installation, suggest some objectives that would fill some of your
needs, help them find assistants (or whatever they might need), arrange
for information sharing sessions (say, staff seminars), and otherwise make
them feel very comfortable working on the installation, you will likely
receive a much greater payoff for a minimal investment. Sell the installation. The special features of your
installation are your biggest asset and attraction. Bring potential
partners to the installation. Show them what you are doing and what they
could help with. Generate excitement about all the potential
opportunities, challenges, and projects they could do. However, there is a
tendency to put too much distance between installation personnel and
partners. Avoid the "us" and "them" attitude. To break down potential
barriers, design projects that have installation personnel and partners
working together. Military installations are an excellent place for
interest groups to "do their thing" while making a worthy contribution to
resource management needs. Communicating clearly. A key point, as in all things, is
clear communications. Learn to describe installation needs in ways that
fit the goals of potential partners. Help your volunteers understand how
the military works. You need to be able to translate installation plans or
objectives into language a volunteer group and its sponsor might
understand. Make the partnership job description a cooperative effort.
Resource management plans tend to talk about process. Your partners may be
more interested in results. What will they do that will make a difference?
Can one take before and after pictures or otherwise describe project
results graphically? Perhaps describing measurable, tangible outcomes in
Integrated Natural Resource Management Plans and even suggesting which
objectives are best suited for partnerships would be a helpful addition to
the planning process. The time commitment. Looking for partners may be a time
consuming pursuit. Cultivate an advocate to help you find and organize
partnership projects. Recruit a volunteer to be in charge of other
volunteers. Using skilled and organized groups rather than individuals to
be your partners may save you time in the long run and produce greater
results. Plan on spending staff time in the negotiation stage. If you work out
all logistical problems in the beginning, training time and supervision
needs will likely be much reduced. Most installations do not have
sufficient staff to handle a lot of volunteers. Finding or developing a
group that is capable of managing its part of a partnership project will
relieve supervision requirements noticeably. Give your partners as much
responsibility for their projects as they can handle.
The partnership agreement. Once you have identified your
potential partners, you should negotiate an agreement that clearly
articulates what you are going to do together. The key is to get your
goals accomplished. Partners' goals may be different. If your goals are
too far apart, there will be no partnership. If your goals are fairly
compatible, offer to support your partners' goals in exchange for them
supporting yours. The type of agreement you negotiate with a partner will depend on the
nature of the project. A Volunteer Agreement is appropriate for
individuals or members of a group who are acting as individuals in
contributing their service. A Memorandum of Understanding may also be
appropriate for describing an ongoing partnership that does not require
the obligation of federal funds. A Partnership Cost-Share Agreement
implies the obligation of federal funds and is appropriate for the
development of cooperative efforts between the military installation and
the partner for the mutual benefit of both.7 (See Appendix C for sample
agreements) Maintaining the partnership. Assign one staff member as
liaison to the partnership group. This person's responsibility will be to
keep the partnership moving along a smooth path, keeping records of
accomplishments and offering suggestions for improvement. The partners
report to this person, make requests and offer suggestions. Another major
responsibility for this person is to keep the appropriate officers or
other installation personnel informed of who the partners are and what
they are doing. But the communication is two way. As the partnership
matures, it may be appropriate for your partners to give a seminar or
otherwise report on their project to a larger audience. This occasion can
provide an opportunity for discussion of other projects they might be
interested in. Remember, you are looking to form a continuing relationship with and
developing a knowledgeable constituent. Finding new and exciting
challenges will be a good way to get your partners more firmly connected
to the installation. Take advantage of every opportunity to let your
partners know what you need and want. Do not assume a limited field of
interest on the part of your partners. As they become attached to the
installation rather than just to a project, they will be more inclined to
help find people to join the partnership who have needed
skills. Start with something easy, then challenge them to meet other needs.
Cultivate their interests. Point out how their relationship with the
installation is special; give recognition for good work, then work them
into new areas. Be colleagues and friends with you partners. Call upon
them for both advice and favors. Partnership Costs Indirect costs. Nothing worth-while is without its costs,
even for people who volunteer their time and pay their own expenses.
Consider the following costs: staff time (at least in the planning and
negotiating stages), services (use of computer, photocopier), equipment
use, and building maintenance. Frequently, the biggest single need is
housing. This ranges from providing full time housing for a resident researcher,
to bunk space for a group that either comes from a distance or needs to be
on the installation more than one day at a time to do useful work on their
project. Providing housing is difficult for many installations, but if
this is a potential need of a partner, consider what you will do about it
early on. Direct costs. Other costs that may be a part of a
partnership project are volunteer expenses,8 a specific contract, or an
allocation of installation funds to support the project. If you recruit
some individual volunteers who are already working on the installation to
join together and work on a resource management project, you may have to
continue to pay their travel and subsistence expenses if they are already
receiving that reimbursement. Although ideally the installation's unique
features should be sufficient to attract skilled personnel, in order to
meet a specific objective within a partnership project, it may be
desirable to let a contract. Some projects may need both a labor force and
a budget to accomplish results. Your partners would supply the labor,
while installation funds might be directed to the project to buy equipment
or pay for laboratory analyses. Another type of cost concerns liability, property damage and accidents.
Existing DOD regulations and the interim volunteer guidelines will cover
some of these concerns. Others may need to be addressed according to
current installation policy. Be sure they are properly resolved during
negotiations with potential volunteer partners. Building partnerships to accomplish installation objectives takes
thought, time, effort, and patience. Give thought to what would make a
good partnership project. Take time to find good partners. Expend the
effort to nurture the partnership from the beginning. With patience you
will succeed.
The following are descriptions of several partnership and volunteer
projects that installations of the various services have
initiated. DEVELOPMENT OF WATER CATCHMENTS FOR DESERT BIGHORN SHEEP, U.S. ARMY
YUMA PROVING GROUND, AZ The conservation manager at Yuma Proving Ground (YPG) has adopted the
partnership mode as the way to accomplish resource stewardship on her
installation. With a small staff and little money for contracts the
decision to work with partners was pretty easy, especially since they
approached her with the proverbial offer that was difficult to
refuse.
A particularly outstanding and successful partnership has evolved with
the AZ Desert Bighorn Sheep Society (ADBSS). Since 1989 they and other
groups have worked with YPG to expand populations of the desert sheep to
habitats previously unused for lack of reliable water sources. In five
years the multi-partner group has built 9 water catchments, at an average
cost of $18,000 to $25,000 (plus labor) each, and completed an aerial
reconnaissance and implementation plan for locating future
catchments. Project costs are shared by the partners. The primary source of support
is the ADBSS's contribution of construction materials and equipment,
helicopter rental and volunteer labor. The AZ Game and Fish Department
(AGFD) provides the project design and logistics as well as supervisory
labor and heavy equipment. YPG provides the preliminary mentoring to get
the projects through the permits and approvals maze. On site, YPG staff
contribute technical expertise and troubleshooting. In order to complete
three catchments in 1991, YPG contributed $20,000 from Legacy funds. Two
other organizations have been major contributors to the water catchment
program, particularly as it may assist desert species other than sheep.
Desert Wildlife Unlimited has contributed technical expertise and
volunteers; the Yuma Valley Rod and Gun Club has provided volunteers. A
couple from Oregon has contributed $40,000 to the project through ADBSS's
"Water hole Auction" fund raising event. The greatest benefit to YPG of all its resource stewardship
partnerships is that the partners share ownership through their toil and
have thus become loyal supporters and strong constituents for the
installation. Partnerships cost less money than contracts and are more fun
to manage. The installation commander has cited the resource stewardship
partnerships as models for building good community relations. His
exhortations to other YPG programs is, go and do likewise. To date, no problems have arisen because of the partnerships.
Agreements are in place with both the AGFD and the partners that describe
roles and relationships and provide appropriate personal safety and
liability coverage. The partnerships are successful because everyone feels they are getting
the most out of the arrangement. At YPG, decisions are arrived at by
consensus, which can be time consuming, but the benefits far outweigh the
drawbacks. After all, why would a couple from Oregon contribute $40,000 to
a project in Arizona if they did not have a passion for the beneficiaries
and a good deal of pride in their partners? MARSH CREATION AND SHORELINE STABILIZATION, U.S. NAVAL STATION,
ANNAPOLIS, MD Fifteen hundred feet of eroding shoreline on the Severn River
experienced a major rehabilitation when a number of public and private
entities formed a partnership with the U.S. Naval Station. Together they
built an offshore breakwater and created a marsh by planting 20,000 plugs
of native marsh grasses (Spartina alterniflora and Spartina
patens). The "partners" in this project included Anne Arundel Community College,
Providence Center (a developmentally disabled group who planted much of
the grass), Nevamar Corporation (laminate product manufacturer),
Chesapeake Bay Foundation (citizen's group), U.S. Fish and Wildlife -
Service, Naval Construction Battalion Unit 403 (Seabees), U.S. Naval
Academy, and Chesapeake Division, Naval Facilities Engineering Command.
The project made creative use of recycled materials (discarded
sidewalks from the U.S. Naval Academy helped form the breakwater), and
saved taxpayer money by using volunteer labor. The Navy has received
excellent publicity from the project for being a contributing member of
the community, a good steward of public land, an innovator in shoreline
erosion control, and an active participant in the Chesapeake Bay clean up
effort. This project helped meet the Navy's natural resources conservation goal
of achieving a net gain in wetlands. LAND RESTORATION AND ENDANGERED SPECIES, BARKSDALE AIR FORCE BASE,
LA 1600 acres that had been drained and levied were restored to high
quality wetlands. There being no active military use for the area, it was
reclaimed to improve the overall environment of the Base. Partners in this
project included the U.S. Fish and Wildlife Service (USWFS), the Louisiana
Fish and Wildlife Service (LAFWS) and the Soil Conservation Service (SCS).
A private group wished to assist the project, but they could not meet the
time constraints of the project.* The partners were assembled to assist in planning the project. LAFWS
contributed some equipment and the USFWS contributed some materials. But
it was the expertise of all the partners that produced a good plan and led
to project success. The restoration was completed in the fall. The following spring a large
heron and egret nesting rookery established in the wetland. Approximately
5,000 birds nested there, including the first white ibis and great white
heron known to take up residence in this area. An eight mile canoe trail
was established that permitted people to traverse the waterway and see
wetland plants and animals. Although Barksdale is a closed base, the Base forester has built a
collegial relationship with bird watching groups, the Louisiana Wildlife
Federation and the Sierra Club, whom he takes on tours. From this
recreational outreach has come one partner who is putting in bluebird
boxes. The Nature Conservancy has responsibility for an endangered species
survey. The Base forester is considering starting a red cockaded
woodpecker (endangered species) colony--an ideal partnership
project. A LONG-TERM VOLUNTEER PROGRAM AT QUANTICO MARINE CORPS BASE,
VA For years Quantico has had a very popular hunting program that has
attracted both active and retired military as well as civilian applicants
for permits. Since 1983, volunteers--mostly hunters--have supported a
wide-ranging series of projects that have directly assisted the Base
natural resource managers. In 1993, 141 volunteers contributed 12,000
hours of expertise and labor. One of the incentives is that active
volunteers, whether retired military or civilian, have the same priority
in applying for hunting permits as active military do. ------------------------------------
*NOTE: An important point for land managers and their potential
partners to recognize is the importance of deadlines. In some cases,
timing is critical; in others it is not. ------------------------------------ During a three year period, volunteers did a complete historical survey
of the 60,000 acre Base. Walking 50 feet apart they located and mapped all
the known historical artifacts, as well as 30 previously unknown
cemeteries and 350 old home sites. Other projects for which volunteers
have assumed responsibility include erecting a wildlife viewing platform,
keeping 200 miles of trails cleared on a yearly basis, improving fish
habitat, conducting waterfowl census weekly, and writing programs for
computerized database management. Quantico's Conservation Volunteer Program (CVP) operates under a base
order that provides guidance for the program. The program accepting
official may accept both individuals and organized groups into the
CVP. By 1989, the volunteer program had grown too large for the natural
resource managers to supervise and coordinate as well as accomplish all
their other responsibilities. Coordination and supervisory
responsibilities were assigned to several volunteer coordinators who now
administer the Conservation Volunteer Program under the direction of the
Base natural resource manager. They take applications, determine interests
and then assign tasks to the volunteers. They then line up the projects,
assign volunteers and record their hours. These coordinators donate 500 to
600 hours per year. Training volunteers in safety procedures, the use of tools, and the
specifics of the projects takes several hundreds of hours per year. This
would be an impossible task, if the volunteer coordinators did not do much
of the training. At Quantico, the Conservation Volunteer Program has proved to be highly
desirable. Without it, the natural resource managers would have to spend
more of their time supervising field work rather than planning the Base's
overall resource management program. More labor intensive projects can be
accomplished because of the existence of the CVP. HISTORIC PRESERVATION AT FORT SAM HOUSTON, SAN ANTONIO,
TX What does an Army installation do with over 900 structures that are
eligible for listing on the National Register of Historic Places? Fort Sam
Houston in San Antonio, TX is finding the answer and is developing some
model partnership projects in the process. In 1987 Fort Sam Houston was being operated by the U.S. Army without
full awareness of its responsibilities to protect the historic resources
under its stewardship as specified by Section 106 of the National Historic
Preservation Act of 1966. In response, serious legal action by local
historic preservation groups was imminent. Over the next four years the
installation corrected the problem and its internal management
deficiencies while demonstrating a "spirit of good faith." This positive
approach made available the use of a Programmatic Agreement with the State
Historic Preservation Office and the Advisory Council on Historic
Preservation in 1991. This agreement relaxed the coordination of certain
undertakings and exempted routine maintenance from Section 106
review. A former critic of Fort Sam Houston, the San Antonio Conservation
Society, was one of the concurring signatories to the Programmatic
Agreement. This well respected and powerful group of preservationists has
become the installation's biggest supporter and partner in promoting
demonstration projects. The Society meets with Fort Sam Houston's leaders regularly to provide
input on the design of new projects affecting historic buildings and to
view special projects directed at the rehabilitation of significant
resources associated with the Army's historic presence in the region. Both
the Society and the City of San Antonio have provided active encouragement
to the installation in its quest for funding through the DoD Legacy
Resource Management Program. Fort Sam Houston received Legacy funding in FY 1992 and 1993 to be
directed at the rehabilitation of an 1890's historic enclave known as the
Infantry Post. The first year provided for the contracting of complete
architectural documents to direct the rehabilitation of 14 historic
buildings. The second year's funding spawned a partnership opportunity
which focussed upon the brick and mortar rehabilitation of the Band
Barracks, one of the 25 most endangered buildings in the State of Texas.
This ambitious partnership was unique not only due to the number of
diverse agencies working together but most importantly by establishing a
hands on "graduate level" training course for 30 DoD craft-workers
representing the Army, Air Force and the Navy. Managing participants
involved in this successful Legacy project were Fort Sam Houston, National
Park Service (Williamsport Training Center), Corps of Engineers Research
Laboratory, Corps of Engineers Training Management Directorate
(Huntsville), and the Texas State Historic Preservation Office.
Concurrent with the Band Barracks demonstration project was yet another
partnership down the street at the abandoned Stilwell House. This lovely,
but neglected commander's residence was adopted by the Society for the
Preservation of Historic Fort Sam Houston. As a long time supporter of the
docent program at the installation museum, this group has recently signed
an agreement to assume the management of the historic building that
formerly housed the museum. The Society is raising private funds to
accomplish the rehabilitation of the building. [The Society receives
direct donations from patrons across the country which are supplemented by
various fund raisers highlighted by the annual "Victorian Gala," an
evening ball for hundreds featuring period costume, food, dance, and music
of the 1890's.] They will hire a contractor for the initial maintenance and repair
tasks, and work with other volunteer groups to establish and maintain the
landscaping. Fort Sam Houston's partners are its neighbors - the citizens of the
local community who have played a key role in encouraging the installation
to embark on its path of active stewardship concerning historic resources.
A program which stresses philosophy by going "beyond compliance" with
federal preservation laws. ENVIRONMENTAL RESEARCH AT CAMP BULLIS, SAN ANTONIO,
TX Camp Bullis sits upstream and partially on top of the recharge area of
the Edwards Aquifer, the source of drinking water for San Antonio, TX and
much of the surrounding area. A primary concern of the Camp's resource
manager is that military training activities do not adversely affect the
aquifer. In order to expedite ground clearance for these activities, the
installation has recently negotiated an agreement with the University of
Texas at San Antonio to provide a number of services. Prior to this
agreement university students had been doing work at Camp Bullis for
several years. The Camp is thus continuing to provide an environment for
student research.
A number of graduate students are doing research on environmental
issues. One study proved that surface water on Camp Bullis flows out
of the installation, not into it. Therefore, any pollutants found in
the ground water within the Camp's boundaries could not have come
from outside the boundaries. This finding is critical to the
resource manager's being able to track military activity as the
cause of any aquifer degradation by eliminating other pollution
sources as the possible cause. The good news is that ground water in
caves downstream of Camp Bullis is clean and is supporting a healthy
biological community. Camp Bullis and the Soil Conservation Service (SCS) are long-term
partners in studying soil conditions on the installation. SCS sets up
experiments on the installation, the results of which benefit both
partners. Other long-term partners at Camp Bullis include the Texas Parks and
Wildlife Department, the U.S. Fish and Wildlife Service, and The Nature
Conservancy. The Conservancy has entered into an agreement with the
installation to help improve wildlife habitat. Under this agreement they
can use volunteers to assist the project. In selecting his partners, the resource manager at Camp Bullis has
sought out reputable organizations with appropriate expertise. His many
successes prove his good judgement. SHORELINE PROTECTION PROJECT AT ARANSAS NATIONAL WILDLIFE REFUGE (A
COASTAL AMERICA PROJECT), CORPUS CHRISTI NAVAL AIR STATION,
TX A goal set by the Assistant Secretary of the Navy (Installations and
Environment) is to "enrich the biological health of the marine environment
in which the Navy operates and increase the productivity of natural
resources found on Navy and Marine Corps installations."10 Under the
banner of Coastal America, an initiative that encourages partnerships to
ensure stewardship of coastal living resources is successful, the Naval
Air Station joined nine other public agencies, three special interest
groups and 18 corporate sponsors in a shoreline stabilization at Aransas
National Wildlife Refuge. The goal of the project is to protect the eroding critical habitat of
the endangered whooping crane. The cranes are dependent upon food
available in the brackish and freshwater ponds adjacent to the shoreline
of the Gulf Intracoastal Waterway. The ponds are experiencing saltwater
intrusion and scouring due to erosion of the shoreline. Barge and boat
traffic in addition to natural currents and winds contribute to the
ongoing erosion. The project involved over 400 volunteers who placed 23,000 bags of
cement at eroding sites. The Department of the Navy funded an educational
video in cooperation with the Corpus Christi Army Depot. The video
emphasizes habitat protection, endangered species protection,
volunteerism, and inter-agency activities. OTHER PARTNERSHIP AND VOLUNTEER PROJECTS Wright-Patterson Air Force Base, OH - Several Boy Scout projects have
enhanced the Huffman Prairie Flying Field, the site where the Wright
Brothers perfected their understanding and control of the aerodynamics of
flight and operated one of the first schools of aviation. One Eagle Scout
Project created the Wright Brothers Historical Walking Tour. The Scouts
erected interpretive signs and also produced an initial brochure about the
site keyed to the walking path. Fort Bliss, TX - The installation archeologist called upon long-term
associates (partners) to develop a video tape on archeological awareness
for army personnel. The partners are associated with a local museum and
the University of Texas. The professor from the University sees the
partnership with Fort Bliss as providing professional research
opportunities for his students. Fort Bliss receives assistance with
environmental compliance regulations at very little direct
cost. Fort Huachuca, AZ - The installation archeologist enlisted both amateur
and professional archeologists from the region to help record and
interpret prehistoric rock art. Finding archeological expertise was not
difficult. Those who needed training were put through a field school
supported by Fort Huachuca staff. The attractiveness of the subject matter
brought in the partners, only a few of whom required their subsistence
expenses to be covered in order to participate. Some Headlines
These examples are but a few of the many success stories military
installations are experiencing with resource management partnerships.
1. Department of Defense, RESOURCE MANAGER'S GUIDE TO VOLUNTEER AND
PARTNERSHIP PROGRAMS (interim guidance issued January 1994), p.
1-2. 2. Ibid., p. 1-1. 3. Ibid., p. 1-1. 4. Department of Defense, MANAGEMENT OF CULTURAL AND NATURAL
RESOURCES: AIR FORCE MODULE. Reference Guide and Workshop Manual p.
5-2. 5. RESOURCE MANAGER'S GUIDE, pp. 1-2 to 1-3. 6. MANAGEMENT OF CULTURAL AND NATURAL RESOURCES, Appendix J, pp.
J1-J14. 7. RESOURCE MANAGER'S GUIDE, pp. 2-5 and 3-1. 8. Ibid., pp. 2-10 to 2-12. 9. Valerie Morrill, Conservation Manager, U.S. Army Yuma Proving
Ground. Personal communication. 10. BUILDING ALLIANCES TO RESTORE COASTAL ENVERONMENTS, A
Coastal America Progress Report, January 1993, p. 7.
Creating effective partnerships can be difficult, so it is important to
identify methods through which they can be built. The following basic
tenets related to partnerships can help to avoid common
pitfalls:
_______________________________________________________________ _______________________________________________________________ _____________________________________________________________________
I will contribute my services from ________ to approximately ________.
I understand that I will not receive any compensation for the above work,
and that volunteers are NOT considered to be Federal employees for any
purpose other than tort claims and injury compensation, and I understand
that volunteer service is not creditable for leave accrual or any other
employee benefits. I also understand that either the Department of Defense
or I may cancel this agreement at any time by notifying the other party. I
hereby volunteer my services as described above, to assist the Department
of Defense in its authorized work.
We will contribute our service from ________ to approximately ________.
We agree to obtain parental or guardian consent for each individual under
18 years of age and to comply with applicable child labor laws. We
understand that the individuals volunteering under this agreement will not
receive any compensation for the above work and that they will NOT be
considered to be Federal employees for any purpose other than tort claims
and injury compensation, and we understand that volunteer service is not
creditable for leave accrual or any other employee benefits. We also
understand that either the Department of Defense or we may cancel this
agreement at any time by notifying the other party. We agree to provide
the Department of Defense with a listing of active participants, home
address, and the number of hours each contributed, when and as
requested.
The Department of Defense agrees, while this agreement is in effect, to
provide such materials, equipment and facilities as are available and
needed to perform the work described above, and to consider individuals
volunteering under this agreement as Federal employees only for the
purpose of tort claims and compensation for work related
injuries.
_____________________________________________________________________________
THIS PARTNERSHIP COST-SHARE AGREEMENT, is hereby made and entered into
by and between ____________, hereinafter referred to as the Partner and
the ____________, U.S. Department of Defense, hereinafter referred to as
the DoD, under the provisions of the Defense Authorization Act, P.L.
101-189 (which amended the Sikes Act, 16 USC 670c-1). WITNESSETH: (The following are example statements - modify to meet your
needs; however, one must identify mutuality of benefit as the primary
reason for entering into the agreement.) WHEREAS, the DoD manages Defense lands which include opportunities
and, WHEREAS, the Partner is interested in promoting and assisting the DoD
in these opportunities and, WHEREAS, it is mutually beneficial for both the Partner and the DoD to
work cooperatively to make these opportunities available to the public
and, WHEREAS, the DoD is willing to reimburse for the agreed upon expenses
actually incurred by the Partner. (mandatory for agreements where
reimbursement will be made) NOW, THEREFORE, in consideration of the above premises, the parties
hereto agree as follows: A. THE PARTNER SHALL: 1. Perform (or have performed) all necessary (construction/maintenance/
studies/research) work as stated here consistent with the attached
financial project plan: (include supplies, equipment, materials, and labor
provided to complete all project work) 2. Bill the DoD (monthly or upon completion of project) for actual
costs incurred for all service, transportation, tools, or equipment and
materials as agreed upon in the financial project plan. Billings shall
consist of a statement or SF-270 and itemized receipts submitted to:
3. Give DoD or the Comptroller General, through any authorized
representative, access to and the right to examine all books, papers, or
documents related to the award. (mandatory for reimbursable agreement)
4. Provide, during cash payments required to meet its obligations of
this Agreement. Total project costs are presently estimated to be $
________. In order to meet its contribution as specified in the
Partnership Financial Plan, the Partner must provide a cash or in-kind
contribution presently estimated to be $ ________. B. DoD SHALL: 1. Reimburse the Partner up to the agreed upon price for actual costs
incurred as provided in the attached financial project plan. Payment will
be made upon receipt of itemized invoices furnished by the Partner.
(mandatory for reimbursable agreement) 2. Provide to the Partner any and all supplies, materials, and
equipment as agreed upon and identified here: 3. Provide leadership for planning and technical expertise in the
design (and construction) of the project. C. IT IS MUTUALLY AGREED AND UNDERSTOOD BY AND BETWEEN THE SAID
PARTIES THAT: 1. The work under this agreement shall be completed no later than
__________ (mandatory) 2. The DoD, in writing, may terminate the agreement in whole, or in
part, at any time before the date of expiration, whenever it is determined
that the other party(s) has materially failed to comply with the
conditions of this agreement. The other party(s) shall not incur any new
obligations for the terminated portion of the agreement after the
effective date and shall cancel as many obligations as is possible. Full
credit shall be allowed for the DoD share of the obligations incurred to
the effective date and all noncancellable obligations properly incurred by
the cooperating party(s) prior to termination. (the entire clause is
mandatory for reimbursable agreements only the First sentence is mandatory
for other agreements) 3. Any monies that are payable from the Unites States under this
agreement to any person or legal entity not an agency or subdivision of a
State or local government may be subject to administrative offset for the
collection of any debt the person or legal entity owes to the United
States. Information on the person's or legal entity's responsibility for a
commercial debt owed the United States shall be disclosed to consumer or
commercial credit reporting agencies. (mandatory for reimbursable
agreement) 4. The Partner shall comply with all Federal statutes relating to
nondiscrimination. These include but are not limited to: (a) Tide VI of
the Civil rights Act of 1964 (P. L. 88-352), which prohibits
discrimination on the basis of race, color, handicap, or national origin;
(b) Title IX of the Education amendments of 1972, as amended (20 U.S.C.
1681-1683, and 1685-1686), which prohibits discrimination on the basis of
sex. (mandatory) 5. Improvements placed on DoD land at the direction of either of the
parties, shall thereupon become the property of the United States, and
shall be subject to the same regulations and administration of the DoD as
all other DoD improvements of a similar nature. (as applicable) 6. This agreement in no way restricts the DoD from participating with
other public or private agencies, organizations, and individuals or from
accepting contributions and/or gifts for the improvement development,
administration, operation, and preservation of this or any other project.
(mandatory) 7. No part of this agreement shall entitle the Partner to any share or
interest in the project other than the right to use and enjoy the same
under the existing regulations of the DoD (as applicable, generally used
for projects where improvements are placed on DoD land) 8. No member of, or Delegate to Congress shall be admitted to any share
or part of this agreement, or any benefits that may arise therefrom; but
this provision shall not be construed to extend to this agreement if made
with a corporation for its general benefit (mandatory) 9. Nothing herein shall be considered as obligating the DoD to expend
or as involving the United States in any contract or other obligations for
the future payment of money in excess of appropriations authorized by law
and administratively allocated for this work. (mandatory for reimbursable
agreements) 10. This agreement may be revised as necessary by mutual consent of
both parties, by the issuance of a written amendment, signed and date by
both parties. (mandatory) 11. Either party may terminate the agreement by providing 60 days
written notice, unless terminated by DoD unilaterally for cause in
accordance with Article 2 of this section. (mandatory) IN WITNESS WHEREOF, the parties hereto have executed the Agreement as
of the last date written below. (Partner) (U.S. Department of Defense) By: _________(Signature)_______ By: _________(Signature)_______
Date: _____________ Date: ______________
P.L. 101-189, Sec. 1634. AUTHORITY TO ACCEPT VOLUNTARY SERVICES FOR
NATURAL RESOURCE PROGRAMS.
10 U.S.C. _ 1588. Authority to accept certain voluntary
services
(b) A person providing voluntary services under subsection (a)
shall be considered to be an employee for the purposes ofchapter 81
of title 5, relating to compensation for work-related injuries, and
to be an employee of the Government for the purposes of chapter 171
of title 28, relating to tort claims. Such a person who is not
otherwise employed by the Federal Government shall not be considered
to be a Federal employee for any other purpose by reason of the
provision of such services. [c) The Secretary concerned may provide for reimbursement of
incidental expenses which are incurred by a person providing
voluntary services under subsection (a) as an ombudsman or for a
family service center program. The Secretary shall determine which
expenses are eligible for reimbursement under this subsection. Any
such reimbursement may only be made from non-appropriated
funds. P.L. 101-189 Sec. 2845. COOPERATIVE AGREEMENTS FOR LAND MANAGEMENT ON
DEPARTMENT OF DEFENSE INSTALLATIONS
16 USC 670c-I
CONFERENCE REPORT to accompany H.R. 2461, November 7, 1989: AUTHORIZING
APPROPRIATIONS FOR FISCAL YEAR 1990 FOR MILITARY ACTIVITIES OF THE
DEPARTMENT OF DEFENSE... AND FOR OTHER PURPOSES Re Cooperative agreements for land management (sec. 2845) The conferees
note that this amendment to the Sikes Act would allow private conservation
organizations, groups and individuals opportunities to assist financially
and furnish services for programs that maintain and improve natural
resources on defense installations. The current program administered by
the Department of Defense in cooperation with the Secretary of the
Interior and the appropriate state Fish and Wildlife agency carries out
the development, enhancement, operation and maintenance of public outdoor
recreational resources on military reservations. This provision would not
replace any current programs or activities called for in existing
cooperative agreements, but rather would allow for additional natural
resource management and conservation. By way of example, the conferees
note that the amendment would allow conservation organizations actively
participating in the North American Waterfowl Management Plan to assist
the Department of Defense in the restoration and enhancement of waterfowl
habitat on military reservations. Apart from waterfowl and wetlands
conservation, volunteers could furnish their services to assist in a
variety of natural resource management activities. These opportunities
could provide benefits for many fish and wildlife resources as well as
overall natural resource management programs on military reservations
throughout the Nation. |