train, and retain tribal forestry professionals and technicians”.
Almost all instances of efficient HR processes that the team heard of occurred when Regional or Agency staff contracted the work with other DOI Agency HR teams at a local/onsite level. A realignment of human resources personnel to work more directly within the Office of Trust Services has the potential to assist with not only planning but increased efficiency in the creation of position descriptions, advertisement, hiring, and onboarding. A shortage of staff throughout the agency has recently led to a situation where many individuals have had to
step in to vacant positions in an “acting” capacity, often while trying to continue to perform core duties of their regular job. While these individuals gain valuable experience in their temporary positions, it can also lead to inefficiencies. There are also key bottlenecks within the Bureau beyond forestry that have profound impacts. A lack of budgeting and contracting officials and other associated staff greatly reduces the ability of the Bureau to move 638 contract funds to tribes. Not only does this cause long delays in moving funds, but also limits the ability of tribes to benefit from Congressional appropriations that can be used for fire prevention, fuels, and restoration work. For example, after the Infrastructure Law was passed, one high-level BIA official said that a minimum of 70 new contracting officers would be needed to be able to efficiently move the funds made available by this act to the tribes. As reported in previous IFMAT assessments, tribes continue to struggle with recruitment and retention. The number of Native Americans in bachelor’s degree programs in forestry remains largely unchanged in the last decade, averaging around 100 a year enrolled in 4-year programs nationwide. This has led to a shortage of qualified Native American candidates. For non-tribal members, there are additional challenges such as remote locations, lack of housing nearby, and often lower salaries compared to state or federal positions. In cases where a tribe has performed a salary comparison study and has the funding to offer similar salaries, they have been able to compete more efficiently for employees.
Recruitment, Hiring, Retention, and Training At the federal level, inadequate staffing, unnecessarily bureaucratic processes, and an indirect chain of command has led to an inefficient process that can lead to months if not years before BIA positions are advertised, certified, and filled. As in previous assessments, IFMAT IV has repeatedly heard stories of it taking 9-12 months or longer to fill a vacant, funded position.
A discussion in the field with the Spokane Tribe of Indians in Washington state during the IFMAT IV site visit. PHOTO CREDIT: VINCENT CORRAO
104 Assessment of Indian Forests and Forest Management in the United States
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