Chapter II - Review of Wildlife EIS Process 



public attitudes and the need to consider public values and expectations 

 for wildlife species other than game and fiirbearer species. 



In 1991, department management decided it would be more feasible to 

 undertake an "umbrella EIS" rather than perform multiple EISs for sub- 

 programs or projects. The department hsted the following goals for the 

 EIS: 



To provide for the public to participate in determining program 

 direction. 



To provide long-term goals and direction for the program. 



To identify obstacles. 



To estabhsh an umbrella document for addressing future wildlife 

 management issues. 



To produce a valuable reference. 



EIS Staffing and 

 Guidance 



The Wildlife EIS involved over 50 staff within the department. The 

 department estabhshed an EIS Team and hired two staff to work on this 

 team. Oversight was provided through the department's regular chain 

 of command (director, division administrator) and an oversight 

 committee. The foUowing section discusses the parties involved in 

 completing the project. 



EIS Team 



In 1991, the project was assigned to the Wildlife Division's Research 

 and Technical Services Bureau. The bureau chief was designated the 

 team leader. The bureau chief worked out of the Bozeman regional 

 office and this ofBce served as the headquarters for the EIS project. In 

 1992, two additional fiill-time staff were hired to work on the project. 

 These new staff were classified as a Research Specialist FV and an 

 Environmental Impact Specialist. This three-person team was expected 

 to guide the process and write the draft document using information 

 provided by many department employees. The bureau chief retired in 

 December 1993, and the remaining two staff comprised the EIS Team 

 until the Environmental Impact Specialist position was cut in June 1996. 

 A new team leader was named in October 1995. This person was the 



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