SWOT_Analysis_BDO_2017_0001.pdf

Ability to maintain strong work force/turnover Litigation over science; Litigation associated with ongoing projects including Yolo Habitat Restoration, Shasta Fish Passage Pilot Project and ROC on LTO

Support from management facilitates implementation and innovation Staff continues to move towards project management

Continue to develop processes that are transparent and that link existing efforts

THREATSOPPORTUNITIES

Continue to refine the linkages between science and operations Continue to empower and develop team members

Opportunities (i.e., new products, updates policies, improved technology, new legislation) that could improve our services or ability to support strategic goals at the directorate, agency, or national level.

Develop longer strategic plans (project management) to work within our processes and budgets

Changing requirements increases confusion; decrease transparency

External factors at the legislative, federal, agency, or regional level that could negatively impact operations or services

Highly technical and diverse staff

Striving for collaborative and transparent processes and science The staff has the tools to forge strong relationships with federal and state agency representatives, water users and environmental interests. Staff is respected internally and externally Strong expertise in environmental compliance that allow us to undertake development complex environmental compliance processes

Good working relationships with regulatory agencies

Promoting and emphasizing safety Good working relationships with water contractors and NGOs

We have vacancies that we are not able to fill at this time

Diversity of expertise that allow us to react quickly in meeting specified needs for project management and environmental compliance

Staff is able to work productively with other divisions

Missed opportunities if we can't implement actions quickly

Conditions change faster than the time it takes us to assess and react

Strengths Weaknesses Opportunities Threats (SWOT) Analysis

STRENGTHS WEAKNESSES

Internal conditions that exist within the division that give us an advantage over others or make us a preferred service provider

Internal conditions that exist that put us at a disadvantage to provide a quality service or risk meeting mission requirements Processes are slow, making it difficult to be reactive Multiple forums with similar or overlapping objectives

Weak collaboration between Reclamation Offices Not taking calculated risks (adaptive management) Only 2 people in the Conservation and Conveyance division are certified

COR II

We are loosing institutional knowledge with experts retiring and/or leaving the agency

Delay in Acquisition Process for projects of regional importance may impact project momentum and implementation Decision by the State to do a CEQA document after effort for the ROC on LTO is well underway may delay and complicate even further the project

Stakeholder intense involvement may backfire and derail the ROC on LTO process endangering operations of the CVP and SWP Reclamation staff is overcommitted and not able to participate fully in projects of region-wide importance including ROC and Yolo

Continued difficulty in hiring staff to meet the mounting workload

Resource Agency staff is overcommitted and not able to participate fully in projects of region-wide importance including ROC and Yolo

Our processes and projects (ROC, NMPO) do not align with the SWRCB SED process Stakeholder and Resource Agency Representatives are not able to work together in important projects, including ROC, Yolo and NMFS RPA Adjustment Process

Actual or perceived isolation (non transparent/collaborative)

Analysis paralysis Federal, State or stakeholder reduction of or stop coordinating

Efforts on Reinitiation of Consultation on Long-term Operations provide strategic goals to place Reclamation in a better position to improve status of the species while increasing operational flexibility

Performing adaptive management efforts not just more monitoring Establish more biologically driven monitoring and requirements

Completing the Yolo Draft EIS/EIR will allow us to improve our public relations with the agency and most of the public

New staff at partner agencies may further improve relationships and foment efficiencies Structured technical teams and value engineering principles in brainstorming ideas for alternative formulation may prove successful and a template for future complex collaborations Stakeholder support for Reinitiation of Consultation may reduce litigation risk

Improve coordination amongst Reclamation Offices on science and operations

Bureaucracy and inflexible rules prevents staff to become COR II certified.

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