Wyoming Landscape Conservation Initiative—

A Case Study in Partnership Development

U.S. Department of the Interior

U.S. Geological Survey

Circular 1423
Cover: A greater sage-grouse male struts at a lek. (Photograph by Jeannie Stafford, U.S. Fish and Wildlife Service, March 1, 2010).
Wyoming Landscape Conservation Initiative—

A Case Study in Partnership Development

By Frank D’Erchia

Circular 1423

U.S. Department of the Interior

U.S. Geological Survey
U.S. Department of the Interior

SALLY JEWELL, Secretary

U.S. Geological Survey

Suzette M. Kimball, Director

U.S. Geological Survey, Reston, Virginia: 2016

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Suggested citation:

D’Erchia, Frank, 2016, Wyoming Landscape Conservation Initiative—A case study in partnership development: U.S. 

Geological Survey Circular 1423, 17 p., http://dx.doi.org/10.3133/cir1423.

ISSN 2330-5703 (online)
iii

Preface

It is important to recognize all the people who make up the Wyoming Landscape Conservation 

Initiative (WLCI) partnership—past, present, and still to come. The multiple Federal agency 

representatives and the Wyoming State, County, Conservation District, and local partners have all 

committed to the goals of the WLCI—balancing enhancement of sustainable wildlife habitat with 

responsible development of energy resources. Appreciation is extended to the U.S. Geological 

Survey (USGS) leadership, without whose support the WLCI would not exist. Several USGS 

Directors, Associate Directors, and Regional Directors played important roles in helping to make 

this initiative a reality. In particular, Central Region Director Tom Casadevall's collaborative vision 

helped foster USGS participation in the early years of the WLCI. As part of the Central Region team, 

Pam Haverland developed the initial budget initiative and subsequent requests for additional funds 

and was instrumental in securing the activity in USGS base funding. In the Northwest Region, 

where the WLCI is currently managed, Regional Director Rich Ferrero and Associate Regional 

Director Frank Shipley have been active participants in the partnership and have made every effort 

to assure stakeholders of the continued support of the USGS. Many others contributed greatly 

to the success of the partnership, especially the talented USGS Science Team members. Science 

Team leader Zack Bowen has continually provided exceptional leadership and plays a critical role in 

ensuring that partner priorities are addressed as well as in guiding the team into new and evolving 

areas of science. Wyoming Cooperative Research Unit leader Matt Kauffman has contributed 

extensive scientific advancements and has successfully involved graduate students in WLCI-funded 

projects. USGS Coordination Team representative and active Science Team member Pat Anderson 

has compiled a long list of accomplishments, leading field studies, facilitating development of 

WLCI science publications and other documents, and helping to coordinate WLCI workshops. Much 

appreciation is extended to Cynthia Melcher and Timothy Assal for assistance with editorial and 

graphic content of this report and other WLCI publications. Finally, reviewers Warren Day and John 

Kilpatrick provided thoughtful and valuable comments that improved and enhanced the manuscript. 

Without these individuals and many others, the WLCI would not have become the science-based 

and science-driven success for which it has received wide recognition. 
iv
v

Contents

Abstract...........................................................................................................................................................1

Introduction.....................................................................................................................................................1

Background.....................................................................................................................................................2

Partners...........................................................................................................................................................4

Building Trust..................................................................................................................................................5

Role of Science .............................................................................................................................................6

Integrated Science........................................................................................................................................6

Addressing Declining Wyoming Range Mule Deer Herds and Plant Communities...................7

Workshops ......................................................................................................................................................7

Workshop Outcomes............................................................................................................................8

Funding ............................................................................................................................................................8

Ingredients of a Long-Term Partnership..................................................................................................10

Lessons Learned.................................................................................................................................10

Transferable Partnership-Building Ingredients .............................................................................13

Conclusions...................................................................................................................................................16

References Cited..........................................................................................................................................16

Figures

1. Map showing Wyoming Landscape Conservation Initiative study area and areal

distribution of land by jurisdiction..............................................................................................2

2. Map showing sagebrush coverage in the Wyoming Landscape Conservation

Initiative study area, southwestern Wyoming .........................................................................3

3. Diagram showing Wyoming Landscape Conservation Initiative organization...................5

4. Photograph showing a female mule deer being released after Wyoming Game and

Fish Department, Bureau of Land Management, and Wyoming Cooperative Fish and

Wildlife Research Unit personnel have collected samples from her and fitted her

with a global positioning system collar on the Pinedale Anticline, southwestern

Wyoming.........................................................................................................................................7

Tables

1. Size of Wyoming Landscape Conservation Initiative land area by jurisdiction.................1

2. Annual schedule of activities for managing the Wyoming Landscape Conservation

Initiative (WLCI) ............................................................................................................................9
vi

Conversion Factors

International System of Units to U.S. customary units

Multiply By To obtain

Area

hectare (ha) 2.471 acre

square kilometer (km2

) 247.1 acre

hectare (ha) 0.003861 square mile (mi2

) 

square kilometer (km2

) 0.3861 square mile (mi2)

Abbreviations

BLM Bureau of Land Management

DOI U.S. Department of the Interior

NPS National Park Service

STAC Science and Technical Advisory Committee

TWS The Wildlife Society

USFWS U.S. Fish and Wildlife Service

USGS U.S. Geological Survey

WGFD Wyoming Game and Fish Department

WLCI Wyoming Landscape Conservation Initiative
Wyoming Landscape Conservation Initiative—

A Case Study in Partnership Development

By Frank D’Erchia

Abstract

The Wyoming Landscape Conservation Initiative (WLCI) 

is a successful example of collaboration between science 

and natural resource management at the landscape scale. 

In southwestern Wyoming, expanding energy and mineral 

development, urban growth, and other changes in land use 

over recent decades, combined with landscape-scale drivers 

such as climate change and invasive species, have presented 

compelling challenges to resource managers and a diverse 

group of Federal, State, industry, and non-governmental 

organizations, as well as citizen stakeholders. To address 

these challenges, the WLCI was established as a collaborative 

forum and interagency partnership to develop and implement 

science-based conservation actions. About a decade after 

being established, this report documents the establishment 

and history of the WLCI, focusing on the path to success of 

the initiative and providing insights and details that may be 

useful in developing similar partnerships in other locations. 

Not merely retrospective, the elements of the WLCI that 

are presented herein are still in play, still evolving, and still 

contributing to the resolution of compelling conservation 

challenges in the Western United States.

The U.S. Geological Survey has developed many 

successful longstanding partnerships, of which the WLCI is 

one example.

“As the Nation’s largest water, earth, and biological 

science and civilian mapping agency, the U.S. 

Geological Survey collects, monitors, analyzes, 

and provides scientific understanding about 

natural resource conditions, issues, and problems. 

The diversity of our scientific expertise enables 

us to carry out large-scale, multi-disciplinary 

investigations and provide impartial scientific 

information to resource managers, planners, and 

other customers” (U.S. Geological Survey, 2016).

Introduction

The Wyoming Landscape Conservation Initiative (WLCI) 

focuses on 19 million acres in Sublette, Fremont, Lincoln, 

Sweetwater, Carbon, and Uinta Counties in southwestern 

Wyoming. This area is rich in energy and mineral resources, 

including natural gas, oil, wind, coal, uranium, gold, and 

trona. It contains some of the Nation’s preeminent wildlife 

habitat, providing home to elk (Cervus elaphus), mule deer 

(Odocoileus hemionus), pronghorn (Antilocapra americana), 

and other species. It also contains critical sagebrush 

(Artemisia sp.) habitat that supports greater sage-grouse 

(Centrocercus urophasianus) and other sagebrush obligate 

species such as the pygmy rabbit (Brachylagus idahoensis) 

and sage-steppe dependent songbirds. Although almost 70 

percent of this area consists of public lands (Bureau of Land 

Management, U.S. Forest Service, U.S. Fish and Wildlife 

Service, Bureau of Reclamation, National Park Service [NPS]; 

table 1, fig. 1), more than 1,400 family farms and ranches rely 

on land and water resources for grazing.

Table 1. Size of Wyoming Landscape Conservation Initiative land 

area by jurisdiction.

[Areal distribution of land jurisdiction and surface water is shown in figure 2]

Land area

Hectares Acres Square

kilometers

Jurisdiction

Bureau of Land Management 3,760,799 9,293,137 37,608

U.S. Forest Service 1,124,443 2,778,559 11,244

State of Wyoming 321,156 793,594 3,212

Bureau of Reclamation 105,336 260,291 1,053

Fish and Wildlife Service 7,503 18,540 75

National Park Service 3,375 8,340 34

Surface water 36,973 91,362 370
2 Wyoming Landscape Conservation Initiative—A Case Study in Partnership Development

tac16-1091_fig 01

26

26

287

287

30

30

30

80

80

80

191

191

89

189

189

789

CARBON

SWEETWATER

FREMONT 

SUBLETTE

LINCOLN

UINTA

Rawlins

Evanston

Kemmerer

Pinedale

Rock Springs

HOT SPRINGS

WASHAKIE

NATRONA

JOHNSON

CONVERSE

CAMPBELL

EXPLANATION

Federal land jurisdiction

 Bureau of Land Management

 Bureau of Reclamation

 U.S. Fish and Wildlife Service

 U.S. Forest Service

 National Park Service

State of Wyoming

Surface water

Wyoming Landscape Conservation

Initiative study area

0 10 20 30 40 MILES

0 20 40 KILOMETERS

WLCI

Study area

WYOMING

111° 110° 109° 108° 107° 106°

43°

42°

41°

Base from U.S. Geological Survey National Map, TIGER U.S. Census Bureau, USGS Fort Collins Science Center. 

Digital elevation data derived from 30-m Digital Elevation Model, USDA Natural Resources Conservation Service 

National Cartography and Geospatial Center. Universal Transverse Mercator Zone 12 N. North American Datum of 1983

Figure 1. Wyoming Landscape Conservation Initiative study area and areal distribution of land by jurisdiction.

Background

In the early 2000s, energy development in southwestern 

Wyoming was increasing at a rapid pace. New technology 

enabled successful drilling of natural gas around Pinedale, 

with the Jonah Field and Pinedale Anticline gas fields 

considered to be two of the most significant natural gas 

discoveries in recent times. These developments brought 

many jobs to the region, provided significant energy resources 

for the Nation, and helped move the United States toward 

attaining energy independence (Noble, 2016).

The area’s wealth of energy and mineral resources 

combined with its vast wildlife habitat set the stage for 

potential conflicts among multiple entities involved in 

energy extraction, wildlife management, hunting, fishing, 

photography, ranching, farming, grazing, and habitat 

conservation for species of concern. Decision-makers 

recognized that cooperation among diverse stakeholders was 

imperative to guide management of public trust resources. 

The scale of the challenges exceeded the capability of any one 

organization; for efforts to be effective and sustainable, all 

stakeholders would need to work together to balance energy 

resource development and habitat enhancement for the benefit 

of all. Much of the critical information needed to guide the 

necessary decisions did not exist. 

Initial respondents to the emerging situation were 

the Directors of the Wyoming Game and Fish Department 

(WGFD) and the Bureau of Land Management (BLM) 

Wyoming State Office, who met regularly to identify 

the issues and to determine approaches that would foster 

collaboration in seeking a balance among stakeholders. 

At about this same time, the USGS Central Region 

Director initiated a meeting with the BLM-Wyoming State 

Director to look for areas of collaboration responsive to the 

many emerging needs for scientific information. After several 
Background 3

successful partnerships with the Colorado State Office of the 

BLM, the Regional Director wanted to expand these efforts 

to other States. The BLM-Wyoming State Office identified 

rapid energy development along with concern for species such 

as the greater sage-grouse as their top priorities, identifying 

knowledge gaps as a concern. One of the initial USGS-BLM 

partnership activities was to develop a continuous cover map 

of sagebrush rangelands for Wyoming (fig. 2; Homer and 

others, 2009).

In 2005, the Directors of the USGS, BLM, U.S. Fish 

and Wildlife Service (USFWS), and WGFD met to discuss 

the growing issues around the rapid development of energy 

resources stimulated by new energy extraction technologies. 

Over the next year, these meetings included other State 

and Federal agencies and Wyoming Conservation District 

and Wyoming County Commissioner representatives. 

The initial members assumed the group name of WLCI 

Executive Committee and commissioned the development 

of a memorandum of understanding (MOU) to formalize 

the partnership. 

Recognizing the national importance of developing 

issues in southwestern Wyoming, the Secretary of the U.S. 

Department of the Interior in 2006 requested that the Directors 

of the BLM, USFWS, and USGS develop a cross-Bureau 

budget initiative. Originally known as the Healthy Lands 

Initiative, it was successfully funded by Congress beginning 

in 2007. The partners had already established the WLCI, 

and this funding provided the means to support the activities 

jointly identified as science and management priorities. The 

USGS received funding that would support development and 

implementation of a science strategy focused on the needs 

of southwestern Wyoming, the BLM received funding for 

on-the-ground habitat enhancement, and the USFWS received 

funding to develop local private land partnerships.

26

26

287

287

30

30

80

80

191

191

89

189

189

789

CARBON

SWEETWATER

SUBLETTE

LINCOLN

UINTA

Rawlins

Evanston

Kemmerer

Pinedale

Rock Springs

HOT SPRINGS

WASHAKIE

NATRONA

JOHNSON

CONVERSE

CAMPBELL

FREMONT 

EXPLANATION

Sagebrush cover (all species)

0 10 20 30 40 MILES

Wyoming Landscape 0 20 40 KILOMETERS

Conservation

Initiative study area

High

Low

WLCI

study area

WYOMING

111° 110° 109° 108° 107° 106°

43°

42°

41°

Base from U.S. Geological Survey National Map, TIGER U.S. Census Bureau, USGS Fort Collins Science Center. Data source: Homer and others (2012)

Digital elevation data derived from 30-m Digital Elevation Model, USDA Natural Resources Conservation Service 

National Cartography and Geospatial Center. Universal Transverse Mercator Zone 12 N. North American Datum of 1983

Figure 2. Sagebrush coverage in the Wyoming Landscape Conservation Initiative study area, southwestern Wyoming.
4 Wyoming Landscape Conservation Initiative—A Case Study in Partnership Development

Partners

WLCI partners include Federal and State agencies, 

county and conservation district representatives, universities, 

conservation organizations, energy companies, county officials, 

and landowners. Some partners have land management 

responsibilities, some have science and research objectives, 

and others have a stake in the land and resources, whether 

energy development, ranching and grazing, or wildlife habitat 

enhancement. Working WLCI committees and teams help bring 

about the success of the initiative.

• Executive Committee is composed of Federal and State 

government executives and elected local officials who 

provide the guidance and decision-making authority for the 

WLCI.

• Coordination Team is an interagency team based in Rock 

Springs, Wyoming, who manage the daily operations of the 

initiative and maintain regular contact with partners at the 

field level.

• Support Subcommittee works closely with Coordination 

Team and includes representatives from WLCI-area 

agencies who develop conservation actions and reach out 

to local community members.

• Local Project Development Teams organized by each 

county are made up of local ranchers, land managers, 

and other interested citizens, with public participation 

encouraged to assess the needs and goals on a local level. 

These local teams identify the highest priority management 

needs and develop proposals that are processed through 

the WLCI as on-the-ground activities funded by BLM.

• Funding Subcommittee is designed to facilitate BLM 

funding associated with contracts and agreements.

• Communication Team refines and shares the WLCI 

message and provides outreach for the initiative.

• USGS Science Team plans and conducts most of the 

science work for the WLCI in support of diverse projects 

and information needs.

• USGS Steering Committee is made up of managers 

associated with the project who meet annually to review 

and approve the budget proposed by the USGS Science 

Team.

• Data and Information Management Team shares 

information gathered and generated through the WLCI 

and develops and implements tools that assist with data 

management and analysis.

• Science and Technical Advisory Committee (STAC) is 

an interagency committee that ensures the connection 

between the Coordination Team’s identified science needs 

and the USGS Science Team’s planned activities, as well 

as advising on modifications as needed. 

• Monitoring Team is an interagency group that gathers 

information, provides summaries, and consults and 

coordinates with stakeholders regarding monitoring 

protocols and activities for WLCI resources.

The WLCI organization chart (fig. 3) depicts the 

connectivity among these teams. In each case, the highly 

integrated nature and interagency linkage is evident.

Executive Committee members include Bureaus of the 

U.S. Department of the Interior (BLM, USFWS, USGS, 

NPS), the U.S. Department of Agriculture (Natural Resources 

Conservation Service, Forest Service), Wyoming Department 

of Agriculture, WGFD, Southwest Wyoming Conservation 

Districts, and Southwest Wyoming County Commissioners. 

Affiliated organizations include the University of Wyoming 

and Bureau of Reclamation. The State of Wyoming has two 

Senators and one House representative. Each representative 

was made aware of the WLCI primarily through State partners 

and was invited to participate. Consequently, Executive 

Committee meetings typically include a staff member for 

each Congressional representative who reports back to their 

Congressional member on progress and issues. Comments 

made by these Congressional staffers at Executive Committee 

meetings have been overwhelmingly supportive of WLCI 

efforts. This direct Congressional connection has proven very 

valuable for continued long-term support.

Prior to successful funding of key WLCI agencies, the 

USGS Science Team developed an initial science plan to 

guide actions under possible funding outcomes. Some plan 

elements were developed from known previously existing 

needs. For example, several BLM habitat restoration projects 

already processed through the National Environmental Policy 

Act, a lengthy but necessary requirement, were ready for 

implementation. 

As the WLCI grew and became more functional, partner 

needs were identified through several mechanisms. Executive 

Committee meetings were instrumental in identifying 

high-level agency management needs but, simultaneously, 

subgroups such as the Coordination Team and STAC worked 

across agencies at the user level to specifically identify critical 

activities. Using input from the subgroups, the Executive 
Building Trust 5

USGS Science Team Monitoring Team

Executive 

Committee

Coordination 

Team

Support 

Subcommittee

Local Project 

Development Teams

Funding 

Subcommittee

Communication 

Team

USGS Steering 

Committee

Data and Information 

Management Team

Science and Technical 

Advisory Committee

Figure 3. Wyoming Landscape Conservation Initiative organization.

Committee identified six high-level management needs. The 

plans and needs identified by the WLCI, clearly stated and 

agreed upon by the partners, helped attain funding.

Funding was appropriated to U.S Department of the 

Interior (DOI) Bureaus in 2007. Initial USGS funding was 

sufficient to address some of the highest priority needs as 

expressed by the partners. The first WLCI Science Workshop 

was organized around the six overarching management needs, 

delving deep into the surrounding issues to gain a better 

understanding of how to address each management need in a 

prioritized manner. 

One essential need expressed by all partners was 

consolidation and dissemination of available data and a 

long-term data management capability, which became 

an early activity addressed by the USGS. A publically 

accessible Web site was established (Wyoming Landscape 

Conservation Initiative, 2016; https://www.wlci.gov), along 

with a commitment to maintain content from all partners 

by developing a user-friendly database and data retrieval 

capability wherein all users could contribute datasets and 

download those of interest. This approach ensured that all 

partners are conducting analyses using common datasets.

Wyoming Landscape Conservation

Initiative Management Needs

1. Evaluate the cumulative effects of human 

development activities on the landscape.

2. Identify key drivers of change.

3. Identify the condition and distribution of key 

wildlife species, habitat, and species 

habitat requirements.

4. Evaluate wildlife and livestock responses 

to development.

5. Develop an integrated inventory and 

monitoring strategy.

6. Develop a data clearinghouse and an information 

management framework.

Building Trust

After initial discussions began, it became apparent that 

the partners, although from different backgrounds with diverse 

views, also had many common goals. But first—as with any 

new partnership development—a period of trust building was 

set in motion. This step was a critical requirement for success.

 To provide the opportunity to allow members to get to 

know one another on a more personal level, WLCI Executive 

Committee meetings were designed to extend over 2–3 days. 

This format allowed members to take field trips to highlight 

science and conservation activities and to build camaraderie 

during off hours. Some special events were hosted by individual 

partners, and helped build connections and trust. Building 

initial trust among the group took time, but given attention and 

patience, led to a long-lasting and true partnership.
6 Wyoming Landscape Conservation Initiative—A Case Study in Partnership Development

Individual participation in the WLCI was dynamic; 

members moved to new positions or retired, as happens in 

any organization. The overarching need to maintain continuity 

was widely recognized and each WLCI Executive Committee 

member identified an alternate who also attended meetings 

whenever possible. Presumably, the alternate would be next in 

line to replace a vacated seat and thus was already introduced 

to the partners and process. Other teams followed suit with 

deliberate and focused mentoring of replacements, resulting 

in remarkably smooth transitions. The position of Chair of the 

Executive Committee was rotated across Federal, State, and 

local (county or conservation district) members. Today (2016), 

the WLCI remains a long-term science-based effort, continues 

to fulfill its original goals to assess and enhance habitats, and 

facilitates responsible development through local collaboration 

and partnerships.

Role of Science 

In achieving its goals, the WLCI applies science to 

the decision-making process. The USGS has assembled a 

WLCI Science Team of biologists, geologists, hydrologists, 

geographers, social scientists, and information-management 

specialists from throughout the Bureau. This team has 

developed an overall science strategy and specific work plans 

to address management needs identified by WLCI partners 

(Bowen and others, 2009). Strategic elements included 

assessing what was already known about southwestern 

Wyoming’s ecosystems and the people who use the land 

through socioeconomic analysis, conducting monitoring and 

research to detect changes and improve the knowledge base, 

and developing a means of archiving this knowledge and 

sharing it with collaborators and the public.

The USGS Science Team has developed a comprehensive 

assessment or compilation of current conditions from all data 

available for the WLCI area using geospatial data to assess 

changing conditions and to map key habitat types, crucial 

wildlife-use areas, potential development areas, and on-theground habitat treatments (Assal and others, 2012). Compiled 

data also are being used in evaluations of habitat-improvement 

projects. Assessment information is used to identify species 

most likely to be affected by development. An important 

outcome of this effort will be transferability of landscape 

conservation models and procedures to other areas targeted for 

energy or other development.

Although the Science Team is made up of USGS 

scientists, there is an extensive effort to include all relevant 

new and ongoing science activities by all WLCI partners 

as well as by other organizations working in southwestern 

Wyoming. This interaction is highlighted at the WLCI science 

workshops conducted every 3 years. Relationships developed 

at these workshops and other events lead to collaborative 

efforts and integrated activities that contribute to WLCI 

science projects. The 2015 science workshop was especially 

pertinent because it was planned and hosted jointly with the 

Wyoming Chapter of The Wildlife Society (TWS). More 

than 250 participants from universities, non-government 

conservation and management organizations, and multiple 

Federal and State agencies contributed more than 60 oral 

presentations. The TWS is one of several non-governmental 

organizations that are important contributors of Wyoming 

science, and the many connections made are leading to new 

collaborative integrated science activities.

Integrated Science

One useful characteristic of science that it is fully 

integrated across disciplines and partners is the yield of 

results specific to a given field, as well as synthesis to yield 

cumulative results for which the sum is greater than the parts. 

Integration is particularly important at the landscape scale to 

be able to understand how natural or human-cause events in 

one area can affect other components throughout the entire 

U.S. Geological Survey Offices

Participating in the USGS Science 

Team for the Wyoming Landscape 

Conversation Initiative

• Central Energy Resources Science Center

• Central Mineral and Environmental Resources 

Science Center

• Core Science Analytics, Synthesis, and Libraries

• Crustal Geophysics and Geochemistry 

Science Center

• Earth Resources Observation and Science Center

• Fort Collins Science Center

• Geosciences and Environmental Change 

Science Center

• Northern Rocky Mountain Science Center

• Wyoming Cooperative Fish and Wildlife 

Research Unit

• Wyoming-Montana Water Science Center
Workshops 7

Figure 4. A female mule deer being released after Wyoming 

Game and Fish Department, Bureau of Land Management, 

and Wyoming Cooperative Fish and Wildlife Research Unit 

personnel have collected samples from her and fitted her with 

a global positioning system collar on the Pinedale Anticline, 

southwestern Wyoming. Photograph by Gary Fralick, Wyoming 

Game and Fish Department.

area. Because the USGS Science Team includes members 

representing diverse disciplines and partners throughout 

Wyoming, new technologies are shared and cross-discipline 

understanding is enhanced. A team with such diverse 

backgrounds both requires and contributes to openness that 

stimulates further integration and advancement of science. 

It also broadens the scope of synergistic opportunities in the 

USGS (for example, by implementing identified national 

USGS science priorities in southwestern Wyoming).

Many examples of successfully integrating science 

activities are detailed in Bowen and others (2014). Below is a 

brief description of one such collaboration.

Addressing Declining Wyoming Range Mule Deer 

Herds and Plant Communities

Declining Wyoming Range mule deer herds and the plant 

communities that support these populations were identified 

by the WLCI as a high priority concern. To address this 

issue, collaboration was initiated among several key partners 

(USGS Wyoming Cooperative Research Unit, University of 

Wyoming, USGS Science Centers, BLM and other Federal 

and State agencies, and many sportsman groups). Collectively, 

the joint efforts of these partners accomplished, and continue 

to accomplish, much more than could have been achieved with 

independent projects. 

Information and data associated with mule deer body 

condition, geographic information systems-based movement 

patterns, plant condition and phenology, mapping of mountain 

shrub communities and herbivory, and other population and 

habitat data were integrated with landscape-scale habitat 

restoration activities (fig. 4). Post-treatment monitoring of 

actions informed by this science fed back into the knowledge 

base on mule deer condition, mountain shrub communities, 

and more. Information continues to be gathered at the 

local- to landscape-scales proximal to the large oil and gas 

development fields. Collaboration and consensus building 

among WLCI teams, from the Science Team to the Executive 

Committee, provided the impetus and leveraging of resources 

for this notable success.

Workshops

Executive Committee members conducted regularly 

scheduled meetings after the WLCI partnership was codified 

through implementation of the MOU. With the development 

of the Federal budget initiative, the membership agreed that 

a solid science plan addressing the most pressing and highest 

priority management needs should be in hand in anticipation 

of potential funding. Science team members met with smaller 

land management focus groups on specific issues to gain an 

understanding of high priority needs. Aided by these focus 

groups, the Executive Committee identified six high priority 

research and management needs (see “Wyoming Landscape 

Conservation Initiative Management Needs”).

At the first science workshop convened by the WLCI 

in 2007, these topics were addressed by six plenary panel 

discussions and six breakout sessions. The intent was to 

compile as much information as possible about each topic 

to identify the highest priority needs and (or) science 

contributions for each. Workshop outcomes were used to 

develop the WLCI science strategies, resulting in formation 

of the WLCI Science and Technical Advisory Committee 

and the Interagency Monitoring Team. Workshop outputs 

also were used to identify and guide USGS science focal 

topics and to encourage others to address recognized science 

gaps (D’Erchia, 2008).
8 Wyoming Landscape Conservation Initiative—A Case Study in Partnership Development

The second workshop, held in 2009 (Nuccio and 

others, 2010), and the third, in 2012 (Wyoming Landscape 

Conservation Initiative, 2012), were primarily focused on 

sharing information among the WLCI community members 

about the status of science projects, energy development 

projects, and reclamation or habitat improvement projects. 

The latest workshop at the time of this writing was held 

in 2015 (Wyoming Chapter of the Wildlife Society and 

Wyoming Landscape Conservation Initiative, 2015) and 

was organized as a collaborative effort with the Wyoming 

Chapter of The Wildlife Society to share the status of science 

projects throughout Wyoming and in neighboring States. It is 

anticipated that the outcomes from the 2015 workshop will 

facilitate input from an even broader community in identifying 

science priorities and potential collaborations to inform 

conservation actions.

Workshop Outcomes

The WLCI workshops served multiple purposes. In 

addition to being vehicles to communicate science information 

and to demonstrate how this information can be applied by 

land managers, the workshops provided a forum for scientists 

to exchange ideas and discover areas of potential collaboration 

among all participants working in the WLCI study area. 

Furthermore, the workshops provided an opportunity for 

knowledge to be shared and for data gaps to be identified. 

This in turn helped guide WLCI science priorities. In a sense, 

workshops also were used as a review of the science being 

applied for all stakeholders. Through surveys, breakout 

groups, and one-on-one discussions, Science Team members 

and STAC members solicited stakeholder feedback. The 

STAC then worked with the Coordination Team to identify 

science needs and priorities going forward, and the Science 

Team incorporated changes for future planning and updated 

the strategic plan. All these approaches remain intact 

currently (2016).

Funding

The U.S. Department of the Interior was keenly aware 

of growing issues on public lands across the landscape in 

the Western United States. Whether energy and mineral 

development, invasive species, urban expansion, or other 

activity in or near federally managed lands, the DOI 

recognized that a funding initiative would help address these 

emerging issues. The Healthy Lands Initiative was launched in 

2007 and was intended to support landscape-scale projects and 

identify focal areas to improve, maintain, or restore habitats 

and connectivity while honoring the multiple-use mandate 

of many public land areas. Funding associated with the DOI 

Healthy Lands Initiative was intended for the BLM in multiple 

States and for the USGS and USFWS to specifically focus 

on southwestern Wyoming, based on the rapid development 

of energy resources in that area. Under the original crossBureau budget initiative for the DOI Healthy Lands Initiative, 

the USGS requested $5 million. In the final allocation, each 

Bureau received less than requested, with the USGS receiving 

$1.5 million. 
Funding 9

Prior to requests for Congressional appropriations, the 

USGS Science Team had prepared a science plan to address an 

initial request of $5 million as well as several possible lesser 

funding outcomes, including a scenario with no support from 

appropriations. In the event of no new Federal appropriation, 

the USGS planned to continue to work with partners based 

on funding available at the USGS Regional level and through 

existing USGS Science Programs. 

With the $1.5 million allocation that occurred in 2007 

USGS was able to target the highest priority activities in the 

Science Plan, creating a single project for accounting purposes 

with subordinate tasks defined for each of the Principal 

Investigators, which was updated annually. The USGS WLCI 

allocation was provided directly to the Regional Director for 

sub-allocation to Science Centers. To oversee management 

of the USGS funding, a USGS Steering Committee was 

formed, chaired by a Regional Project Manager and composed 

primarily of Center Directors from each of the science 

disciplines collectively involved in the project. At an annual 

meeting, the USGS Steering Committee reviewed each year’s 

planned budget and tasks identified by the Science Team. 

Based on deliberations resulting in full consensus each year, 

the budget was approved. The tasks and funding were then 

reviewed and approved by the USGS Program Coordinator 

(table 2). Because all new allocations had to be placed into 

an existing USGS Science Program, the Biology Status and 

Trends Program was selected to serve as the base program for 

Healthy Lands Initiative funds. Funds were disbursed directly 

to the Region, and allocations to individual Science Centers 

were made through the Region.

Table 2. Annual schedule of activities for managing the Wyoming Landscape Conservation Initiative (WLCI).

Month Activity

January U.S. Geological Survey (USGS) Science Team prepares an annual progress report on the previous year’s work. This report 

is reviewed by the Science and Technical Advisory Committee (STAC) and presented to the WLCI Executive Committee 

for comment. The annual report will be published in a USGS series report. In addition to the annual report review, STAC 

provides feedback on science activities and consults with the Science Team regarding work for the next year.

May USGS Science Team meets to (1) discuss and coordinate the upcoming field season work and (2) develop a draft annual work 

plan for science and technical assistance for the next fiscal year. A budget is developed and new tasks identified. This plan is 

provided to the STAC for review and comment.

June USGS Science Team and STAC meet to discuss and finalize the draft annual work plan.

August USGS Steering Committee meets to discuss the planned budget, review completed, ongoing, or new tasks, and approve the 

budget and tasks submitted by the science team in the annual work plan.

September BASIS (budget and planning tool) is updated with accomplishments, tasks planned for the next fiscal year, and budgets. Status 

and Trends Program Coordinator reviews and gives final approval.

October Start of new fiscal year. If the budget is passed funds are allocated and work begins. If not, work is initiated based on the 

financial limits of Continuing Resolution until a final budget is passed.
10 Wyoming Landscape Conservation Initiative—A Case Study in Partnership Development

The internal USGS science planning process is ongoing 

and is currently managed by the USGS Northwest Region. 

The system allows for modifications to tasks each year based 

on whether tasks are completed, scheduled for continuation, 

or are new efforts. Some shifting of base funding can be 

accomplished based on changing science needs, ensuring that 

the process remains science-driven and retains an integrated 

science approach. This method has served both the USGS 

and the WLCI partners well, allowing USGS scientists the 

flexibility to respond to changing needs of the partners.

Since the initial allocation of $1.5 million, USGS 

appropriated funding has been reduced to about $1.3 million, 

based on across-the-board and other reductions to the USGS 

budget. Funds are now allocated to the USGS under an 

activity called Sustainable Energy Development in the Status 

and Trends Program in the Ecosystems Mission Area, with 

a narrative included in the USGS annual budget description 

(“Green Book”) each year. 

Other mechanisms exist to expand partner funding. An 

agreement with the Wyoming Community Foundation has 

been instituted by the State partners wherein individuals or 

groups (such as corporations) may contribute funds for WLCI 

work. As an example, the Ruby Pipeline LLC entered into 

an agreement with WGFD (and other States through which 

their pipeline would be built) to coordinate and collaborate on 

implementation of effective conservation measures for pygmy 

rabbit and greater sage-grouse within and near its proposed 

right-of-way. Funds exceeding $900,000 were deposited into 

the Wyoming Community Foundation to be managed by a 

team established by the WLCI to address the specific intent 

of the agreement. Funding was awarded for on-the-ground 

activities and for pygmy rabbit research (Bureau of Land 

Management and others, 2010).

Ingredients of a Long-Term Partnership

Lessons Learned

Specific elements of the WLCI have helped make it a 

successful partnership, and a primary goal of this publication 

is to communicate these lessons learned for their possible 

future application in other collaborative multi-organizational 

settings. In hindsight, we can identify approaches that 

yielded positive results and those that were less effective, 

and can readily select which were most important. To help 

make this success transferrable, a distilled list of partnership 

attributes follows.

• The initial catalyst was a potential or actual conflict that 

is important to multiple agencies and would benefit from 

collaboration by multiple stakeholders. 

In southwestern Wyoming, ongoing and expanding energy 

development led to concerns about effects on long-term 

wildlife habitat and population from this development. The 

need to facilitate development and successfully manage 

wildlife habitat and populations prompted formation of the 

WLCI. By the time discussions were initiated, the areas 

of conflict were already clearly identified. Development 

of energy resources was on a fast track and expanding 

rapidly to meet the needs of the Nation and to support 

energy independence. At the same time, the effects on 

migrating ungulate herds, wildlife habitat, and grazing 

lands, as well as effects on wildlife management, hunting, 

and conservation also were being highlighted and brought 

to the forefront. The importance of these issues drove 

participation, buy-in, and support from the leadership 

of the agencies involved. Leadership involvement and 

support were crucial to the success of the WLCI.
Ingredients of a Long-Term Partnership 11

• The issues and stakeholders were clearly identified, as 

were the roles of each participant in the partnership.

Because there is a sizable amount of Federal land and 

associated trust responsibilities in the WLCI study 

area, multiple Federal agencies were involved. Some 

Federal agencies have land or resource management 

responsibilities and others maintain science support roles. 

The USGS was included to provide unbiased science, 

develop monitoring protocols, and provide projectwide data management. The BLM, the primary Federal 

landowner for the area, used the science to develop 

on-the-ground projects to meet prioritized objectives. 

The USFWS worked with landowners to meet mutually 

identified goals and objectives. State agencies, such 

as the WGFD, collaborated with managers relying on 

science support from the USGS and universities. The 

Wyoming Department of Agriculture worked with local 

ranchers regarding grazing issues and integration across 

development and habitat issues. Multiple stakeholders 

were identified as well as their roles and responsibilities.

• Once the issues were identified and stakeholders 

consulted, the partnership was established. 

The WLCI was formalized through the development of 

an MOU. No financial commitments were included in the 

MOU, but the intent to work together to meet mutual goals 

was clearly and specifically stated. The initial core group 

identified additional stakeholders and invited them to 

provide representation at the executive leadership level, 

including the Southwest Wyoming County Commissioners 

and the Southwest Wyoming Conservation Districts. 

These local governmental organizations proved to be a 

key element of success, especially as a way to link to the 

local ranchers and communities.

• Trust was built among partners as an ongoing priority.

Developing trust was clearly a critical initial step in 

building long-term success, as was continued trust, as 

individuals moved in and out of the partnership. Because 

of their identified missions, some land management 

agencies’ roles could be perceived as being in conflict 

with the wishes of local managers and landowners. As 

noted by several WLCI partners, the uniqueness of the 

USGS role to provide unbiased science to land managers 

produced “a calming effect” across all stakeholders. The 

idea that decisions would be based on science helped to 

ameliorate some of the initial concerns expressed 

by partners. Workshop-style meetings held over several 

days provided the opportunity for partners to share and 

discuss ideas and concerns, both during meetings and 

during after-hours networking opportunities. Field trips 

were incorporated whenever feasible, which helped 

demonstrate progress and highlight successes.

• Potential funding sources were identified and costs 

were shared. 

Prior to significant Federal appropriations for the program, 

Wyoming State agencies and Federal agencies with 

responsibilities in the WLCI area were already committing 

funds from existing budgets to support WLCI work. The 

subsequent success of a far-reaching Federal government 

budget initiative greatly enhanced the partnership’s ability 

to address identified actions. As individual stakeholders 

recognized the value of WLCI projects, greater 

commitment of resources evolved. Over time, significant 

synergy in attracting additional collaborative investments 

by other groups, both internally and externally, enhanced 

the funding available to the WLCI effort.

• The Congressional Delegation was kept informed and 

part of the collaboration.

Because the project was completely contained within the 

State of Wyoming, it was important to ensure that all three 

Congressional delegates were kept informed of progress 

through State and local government members. Federal 

partners, including the USGS, also provided briefings and 

updates during Congressional visits. After these lines of 

communication were established, the WLCI Executive 

Committee invited the delegates to meetings and field 

trips, resulting in Congressional staff participation and 

regular two-way communication. 
12 Wyoming Landscape Conservation Initiative—A Case Study in Partnership Development

• Stakeholders identified the highest priority needs.

The WLCI convened regular meetings and workshops 

among executives, managers, scientists, landowners, 

and other stakeholders. Teams and subcommittees were 

identified to ensure close cooperation at the project level. 

Information gathered at these venues allowed scientists 

and managers to prioritize the most pressing issues. This 

approach established a strong “bottom-up” flavor and 

enhanced common purpose among those organizations 

closest to on-the-ground needs.

• A science plan was developed to address the highest 

priority information needs.

The USGS was identified as the principal science provider; 

therefore, the USGS managed development of the WLCI 

science plan. The Science Team drew from the entire 

USGS organization—regardless of Center, Region, or 

Mission Area affiliation—for the talent needed to address 

science and research activities. The USGS Cooperative 

Research Unit at the University of Wyoming played a 

significant role in the early stages of establishing the 

initiative and continues to provide significant contributions 

to the science, including a consistent stream of talented 

graduate students. The USGS Cooperative Research Unit 

at the University of Wyoming is considered the research 

arm of the WGFD by the State of Wyoming and many 

projects are co-funded with WLCI and WGFD funding. 

The USGS used individual and group meetings and larger 

scale workshops to derive and fine-tune partner needs. 

Draft plans were then developed and shared with partners 

for comment and modification. Budgets were delineated 

at multiple levels because the final allocation was 

unknown. 

• A data management system that can be used by all 

participants was adopted and curated.

One of the actions identified early in the partnership was 

the need for a data clearinghouse. Many of the partners 

maintained individual databases for multiple types of 

information in many formats. It was recognized that there 

would be great mutual benefit to form a group of technical 

staff representatives who could coordinate across all 

entities to identify, document, and make available common 

datasets that would allow subsequent analyses to be 

compatible, based on common base data. The USGS led 

the data management team and made information and 

data available in a format applicable to management of 

on-the-ground-activities. A public-facing Web site (http://

www.wlci.gov) still supported by the USGS and other team 

members was established. From this Web site, anyone 

may download spatial datasets used by all partners 

as well as reports, publications, and other documents. 

The Web site is maintained and continually updated as 

needed. The Web site and data management capabilities 

were successful thanks to the USGS Core Science 

Systems Mission Area and its Denver-based program, 

Core Science Analytics, Synthesis, and Libraries.

• Communication was recognized as a crucial ongoing 

activity to maintain buy-in and support. Communication 

remains critical on all levels.

Executive Committee members meet as many as four 

times per year. Coordination Team members meet on a 

regular basis with the Working Teams to encourage and 

enhance dialogue with local individuals and managers. 

Coordination Team members prepare reports on activities 

for each Executive Committee meeting. The USGS Science 

Team meets yearly to review accomplishments and plan 

for the upcoming year’s activities. Accomplishments are 

published each year in a USGS series report. Plans for 

the next year are provided to the STAC for review and 

recommendations. A budget is based on the final plan, and 

the internal USGS Steering Committee (made up of Center 

Directors with Principal Investigators on the Science 

Team) meets to discuss and approve the budget and tasks. 

Every 3 years, a science workshop is organized to present 

the results of current and ongoing work in the WLCI area. 

The workshop is a great opportunity to share information 

and enhance collaborations (see section, “Workshops”). 
Ingredients of a Long-Term Partnership 13

Communication is critical both upward and outward: 

upward through USGS leadership and the DOI members 

and outward to members of Congress, the local media, 

and other interested organizations. USGS and other 

DOI Bureau members provided presentations to Bureau 

leadership and visited Secretary of the Interior staff to 

brief them on WLCI activities. Visits were made to the 

Congressional delegates for Wyoming to provide briefings, 

updates, and information on how the WLCI is benefiting 

the State and its stakeholders. Local media were provided 

briefings on upcoming workshops and reporters generally 

attended and interviewed participants and organizers. 

Local newspaper and TV coverage on WLCI activities 

was consistently extensive and positive. In addition to the 

public-facing Web site, brochures, journal publications, 

fact sheets, and other information were widely distributed. 

It is important to plan for transition briefings to DOI and 

Congress during changes in administration. Briefing 

documents need to be prepared and plans put in place for 

potential visits by WLCI Executive Committee members to 

the DOI and Congressional transition teams.

Transferable Partnership-Building Ingredients

How can the attributes specific to the WLCI be applied 

to help develop landscape-scale partnerships in other areas? 

Some suggestions are offered. Although these suggestions 

should not be construed as a partnership “cookbook,” they 

may be applicable to other situations as long as they are 

tailored to suit the unique participants, issues, and dynamics of 

the collaborative venture.

• Identify the issue(s) in a specific area where there is a 

mix of stakeholders and responsibilities.

 A mix of land ownership or management agencies 

provides the opportunity to build a strong and functioning 

partnership. Certainly, the USGS can apply science 

anywhere in the United States. The partnership may 

work best where public lands are involved, such as 

where BLM or the U.S. Forest Service has well defined 

land management responsibilities. In some cases, 

organizations like the USFWS have jurisdiction over trust 

species that are not necessarily on public lands, and 

in other instances agencies such as the Environmental 

Protection Agency may have involvement. If only private 

and State lands or species of concern are present, a 

partnership, though limited, could still be developed.
14 Wyoming Landscape Conservation Initiative—A Case Study in Partnership Development

• Start with a core group to develop a partnershipbuilding strategy.

 Issues generally arise where potential or real 

conflict has emerged. This may originate around land 

development, whether related to energy development, 

urban expansion, or other issues. The initial core group 

may be a few representatives of various aspects of 

an issue or several actively concerned or involved 

stakeholders. This is generally the initiation point where 

concerns are identified and strategies may 

be considered.

• Identify all stakeholders that may have a vested interest.

 It may be impossible for every stakeholder to participate, 

but it is important to include representatives of larger 

groups. For example, county commissioners and State 

agricultural departments represent a large group 

of private citizen constituents who are living with 

the issues as part of their daily lives. Although some 

agencies may not have a major role, it may be wise to 

include them based on specific focus areas. Having an 

inclusive approach that invites potential stakeholders 

(including the public) to initial meetings will help the 

partnership build trust with interested groups and 

individuals and may help identify otherwise unknown 

allies. When possible, include staff members of 

Congressional representatives.

• Once the partnership is organized, invite stakeholder 

representatives to participate in the next steps.

 Use the expanded group of stakeholders to become 

actively involved in identifying all issues related to the 

partnership. Formalizing the leadership body is the first 

step, but this group will work to identify additional groups 

and teams as needed to focus on different aspects of the 

partnership (for example, data needs, communication, 

coordination). The group also will identify what funding 

is available, how it will be used, and how to grow 

the effort to continue to meet immediate and future 

emerging needs. Identify a mission for the partnership 

and a strategy for attaining your goals. Initial strength is 

achieved in reaching consensus on a mission statement, 

and even more benefits can come from the process of 

getting there.

• Identify short- and long-term issues and plan how to 

address them.

 Various approaches can solicit input on long- and 

short-term needs, including individual meetings, focus 

groups, workshops, and other forums where partners 

can provide input in identifying needs. Providing ample 

opportunities for active collaboration helps ensure 

partner confidence that their needs are being included. 

The next step is to compile the identified needs and 

prioritize a rank order of short- and long-term needs. 

Development of an agreed-upon priority listing will assist 

all in allocating available funds toward the most pressing 

needs; the list of accomplishments can be revisited and 

updated on a regular basis.

• Develop a set of guiding principles, documented in an 

MOU or other formal agreement, and identify high-priority 

issues.

 When a group inclusive of the stakeholders has been 

identified, documenting the membership and goals 

of the partnership is beneficial. Generally, an MOU is 

suitable for this purpose, and although it usually does 

not require financial commitments, it formalizes the 

purpose and goals of the partnership. Other mechanisms, 

such as a charter may be used, but an MOU generally 

is recognized by Federal and State representatives as a 

strong long-term commitment to work together.
Ingredients of a Long-Term Partnership 15

• Understand clearly the basic commitments, whether 

in-kind or financial.

 Some partners may be willing to provide funding toward 

the effort and others may agree to provide direct in-kind 

support by committing staff time, expertise, facilities, or 

equipment. To ensure that all partners are assured of a 

common purpose, documentation of these commitments 

helps influence non-active partners to come to the 

table. A successful partnership functions best when all 

partners are clearly understood to be contributing some 

form of effort to the project.

• Clearly establish the leadership roles and responsibilities 

and then proceed to organize subgroups as needed.

 When the lead participants of all the stakeholders have 

been identified, this group can act as the leadership 

entity to generate functions needed, either as short-term 

activities or long term endeavors. The leadership group 

should identify a chair and how successive chairs are 

selected. The group should then identify who will lead 

the subgroups as needed and how they will function 

and communicate progress to the leadership group to 

maintain consistent and up-to-date understanding by all 

stakeholders.

• Identify potential external funding sources.

 Determine whether available funding is sufficient to 

accomplish identified tasks. To help fill in funding gaps, 

explore potential external support sources, including 

grants through Federal, State, or non-governmental 

entities such as the National Science Foundation 

(http://www.grants.gov). Federal and State agencies 

may consider developing budget initiatives. Other 

stakeholders may be willing to contribute, including 

those on both sides of an issue. Close collaboration 

among those involved ensures all are working 

toward a common goal and have the opportunity to 

contribute accordingly.

• Maintain consistent communication among all partners 

and external stakeholders.

 Institute regularly scheduled face-to-face meetings 

of the leadership team, alternating with occasional 

conference calls. Ensure that a succinct and 

comprehensive agenda is agreed to prior to each 

meeting. Meeting notes should be made available to 

all stakeholders as quickly as possible. Newsletters 

and fact sheets are good tools to spread the word of 

successful and ongoing actions to a broader interest 

group. Establish and maintain a Web site that serves as 

a central clearinghouse for all forms of communication. 

Clearly define and publicize the frequency of workshops 

that include external expertise and potential new 

partners. Ensure that each partner organization 

communicates upward through its own leadership 

structure to secure the support of top-level leaders. In 

addition to high level State officials and Congressional 

members, brief DOI and other agencies as needed, 

especially as administration transitions occur.
16 Wyoming Landscape Conservation Initiative—A Case Study in Partnership Development

• Clarify responsibility for any long-term commitments 

such as database or Web site maintenance.

 The MOU can define responsibilities so that 

commitments are identified and understood from the 

program’s inception. Efforts that are initiated with the 

best intentions but which lack continued upkeep can 

be detrimental to the overall project. Developing a Web 

site to share information and data is critical, but requires 

continued updating to remain current. A commitment of 

funding for maintenance would help ensure long-term 

viability. Teams that are formed, such as interagency 

data management teams, should have capable 

leadership and meet regularly to ensure that the latest 

data are available to all partners. 

• Regularly highlight accomplishments and adjust 

direction based on changing needs to help maintain 

program visibility and support.

 Annual reviews of science and management actions help 

ensure that partners remain engaged and supportive. 

Public-facing conferences and workshops hosted by 

the partnership highlight accomplishments and identify 

support gaps. Workshops can be a good forum at which 

to evaluate how well the science is meeting the needs of 

land managers and identify needed adjustments or data 

gaps. More formal internal or external project reviews 

could be implemented on a multi-year basis. 

Conclusions

The U.S. Geological Survey (USGS) has formed and 

participated in many successful partnerships. The Wyoming 

Landscape Conservation Initiative (WLCI) demonstrates 

how a complex, broad-based collaboration with many 

disparate partners can be formed, thrive, and grow, while 

benefiting all stakeholders and promoting the incorporation 

of unbiased science in land and resource management 

decision-making. The “ingredients for success” outlined in 

this report may be applied to any partnership activity, large 

or small. By demonstrating their application to a multifaceted 

program fraught with potential roadblocks, it is hoped that 

perceived barriers may instead become strengths that promote 

collaborative opportunities across the USGS and with 

diverse partners.

The WLCI continues to function and anyone interested 

in learning more about the partnership may contact the 

USGS Northwest Regional Office (http://www.wr.usgs.gov/

northwest/) or WLCI (http://www.wlci.gov).

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Publishing support provided by the U.S. Geological Survey

Science Publishing Network, Tacoma Publishing Service Center

For more information concerning the research in this report, 

contact the

U.S. Geological Survey

Northwest Region

909 1st Ave.

Seattle, Washington 98104

https://www.usgs.gov/science/regions/northwest
http://dx.doi.org/10.3133/cir1423

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