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At least 73 records · Page 4Linked to original sources
USGS2024

The value of information is context dependent: A demonstration of decision tools to address multispecies river temperature management under uncertainty

Trade-offs among objectives in natural resource management can be exacerbated in altered ecosystems and when there is uncertainty in predicted management outcomes. Multi-criteria decision analysis and value of information (VOI) are underutilized decision tools that can assist fisheries managers in handling trade-offs and evaluating the importance of uncertainty. We demonstrate the use of these tools using a case study in the Sacramento River, California, USA, where two imperiled species with different temperature requirements, winter-run Chinook Salmon Oncorhynchus tshawytscha and Green Sturgeon Acipenser medirostris , spawn and rear in the artificially cold Shasta Dam tailwater. A temperature-control device installed on Shasta Dam maintains cool water for Chinook Salmon; however, uncertainties exist related to the effects of temperatures on the spawning and rearing of both species. We consider four alternative hypotheses in models of early life-stage dynamics to evaluate the effects of alternative temperature management strategies on Chinook Salmon and Green Sturgeon management objectives. We used VOI to quantify the increase in management performance that can be expected by resolving hypothesis-based uncertainties as a function of the weight assigned to species-specific objectives. We found the decision was hindered by uncertainty; the best performing alternative depends on which hypothesis is true, with warmer or cooler alternative management strategies recommended when weights favor Green Sturgeon or Chinook Salmon objectives, respectively. The value of reducing uncertainty was highest when Green Sturgeon was slightly favored, highlighting the interaction between scientific uncertainty and decision makers' values. Our demonstration features multi-criteria decision analysis and VOI as transparent, deliberative tools that can assist fisheries managers in confronting value conflicts, prioritizing resolution of uncertainty, and optimally managing aquatic ecosystems.

Fisheries↗
USGS2017

Restoration of contaminated ecosystems: adaptive management in a changing climate

Three case studies illustrate how adaptive management (AM) has been used in ecological restorations that involve contaminants. Contaminants addressed include mercury, selenium, and contaminants and physical disturbances delivered to streams by urban stormwater runoff. All three cases emphasize the importance of broad stakeholder input early and consistently throughout decision analysis for AM. Risk of contaminant exposure provided input to the decision analyses (e.g. selenium exposure to endangered razorback suckers, Stewart Lake; multiple contaminants in urban stormwater runoff, Melbourne) and was balanced with the protection of resources critical for a desired future state (e.g. preservation old growth trees, South River). Monitoring also played a critical role in the ability to conduct the decision analyses necessary for AM plans. For example, newer technologies in the Melbourne case provided a testable situation where contaminant concentrations and flow disturbance were reduced to support a return to good ecological condition. In at least one case (Stewart Lake), long-term monitoring data are being used to document the potential effects of climate change on a restoration trajectory. Decision analysis formalized the process by which stakeholders arrived at the priorities for the sites, which together constituted the desired future condition towards which each restoration is aimed. Alternative models were developed that described in mechanistic terms how restoration can influence the system towards the desired future condition. Including known and anticipated effects of future climate scenarios in these models will make them robust to the long-term exposure and effects of contaminants in restored ecosystems.

Restoration Ecology↗
USGS2013

Structured decision making

Wildlife management is a decision-focused discipline. It needs to integrate traditional wildlife science and social science to identify actions that are most likely to achieve the array of desires society has surrounding wildlife populations. Decision science, a vast field with roots in economics, operations research, and psychology, offers a rich set of tools to help wildlife managers frame, decompose, analyze, and synthesize their decisions. The nature of wildlife management as a decision science has been recognized since the inception of the field, but formal methods of decision analysis have been underused. There is tremendous potential for wildlife management to grow further through the use of formal decision analysis. First, the wildlife science and human dimensions of wildlife disciplines can be readily integrated. Second, decisions can become more efficient. Third, decisions makers can communicate more clearly with stakeholders and the public. Fourth, good, intuitive wildlife managers, by explicitly examining how they make decisions, can translate their art into a science that is readily used by the next generation.

Book chapter↗
USGS2020

Introduction to prediction and the value of information

Predicting the consequences of alternative actions in terms of the objectives is central to decision making. Modeling in the broadest sense, from simple to complex and based on data or expert judgment, comprises the essential toolkit for making decision-relevant predictions. Gaps in knowledge and the resulting uncertainty can make predictive modeling challenging. Gathering information to address knowledge gaps, thereby reducing uncertainty, can improve predictions. However, within a decision analysis, the value of information gathering depends on the extent that reduced uncertainty will improve the decision’s outcome. Decision makers commonly confront the choice to proceed directly to a decision in the face of uncertainty or to delay and attempt to reduce the uncertainty significantly before making the decision. Value of information analysis can help make a smart choice. This chapter introduces the purpose, approaches, and tools for addressing knowledge gaps within decision analysis. The three case studies, which follow, illustrate some of the challenges and solutions encountered when addressing knowledge gaps within a decision analysis.

Book chapter↗
USGS2015

Collaborative decision-analytic framework to maximize resilience of tidal marshes to climate change

Decision makers that are responsible for stewardship of natural resources face many challenges, which are complicated by uncertainty about impacts from climate change, expanding human development, and intensifying land uses. A systematic process for evaluating the social and ecological risks, trade-offs, and cobenefits associated with future changes is critical to maximize resilience and conserve ecosystem services. This is particularly true in coastal areas where human populations and landscape conversion are increasing, and where intensifying storms and sea-level rise pose unprecedented threats to coastal ecosystems. We applied collaborative decision analysis with a diverse team of stakeholders who preserve, manage, or restore tidal marshes across the San Francisco Bay estuary, California, USA, as a case study. Specifically, we followed a structured decision-making approach, and we using expert judgment developed alternative management strategies to increase the capacity and adaptability to manage tidal marsh resilience while considering uncertainties through 2050. Because sea-level rise projections are relatively confident to 2050, we focused on uncertainties regarding intensity and frequency of storms and funding. Elicitation methods allowed us to make predictions in the absence of fully compatible models and to assess short- and long-term trade-offs. Specifically we addressed two questions. (1) Can collaborative decision analysis lead to consensus among a diverse set of decision makers responsible for environmental stewardship and faced with uncertainties about climate change, funding, and stakeholder values? (2) What is an optimal strategy for the conservation of tidal marshes, and what strategy is robust to the aforementioned uncertainties? We found that when taking this approach, consensus was reached among the stakeholders about the best management strategies to maintain tidal marsh integrity. A Bayesian decision network revealed that a strategy considering sea-level rise and storms explicitly in wetland restoration planning and designs was optimal, and it was robust to uncertainties about management effectiveness and budgets. We found that strategies that avoided explicitly accounting for future climate change had the lowest expected performance based on input from the team. Our decision-analytic framework is sufficiently general to offer an adaptable template, which can be modified for use in other areas that include a diverse and engaged stakeholder group.

California↗
USGS2014

Assessing climate-change risks to cultural and natural resources in the Yakima River Basin, Washington, USA

We provide an overview of an interdisciplinary special issue that examines the influence of climate change on people and fish in the Yakima River Basin, USA. Jenni et al. (2013) addresses stakeholder-relevant climate change issues, such as water availability and uncertainty, with decision analysis tools. Montag et al. (2014) explores Yakama Tribal cultural values and well-being and their incorporation into the decision-making process. Graves and Maule (2012) simulates effects of climate change on stream temperatures under baseline conditions (1981–2005) and two future climate scenarios (increased air temperature of 1 °C and 2 °C). Hardiman and Mesa (2013) looks at the effects of increased stream temperatures on juvenile steelhead growth with a bioenergetics model. Finally, Hatten et al. (2013) examines how changes in stream flow will affect salmonids with a rule-based fish habitat model. Our simulations indicate that future summer will be a very challenging season for salmonids when low flows and high water temperatures can restrict movement, inhibit or alter growth, and decrease habitat. While some of our simulations indicate salmonids may benefit from warmer water temperatures and increased winter flows, the majority of simulations produced less habitat. The floodplain and tributary habitats we sampled are representative of the larger landscape, so it is likely that climate change will reduce salmonid habitat potential throughout particular areas of the basin. Management strategies are needed to minimize potential salmonid habitat bottlenecks that may result from climate change, such as keeping streams cool through riparian protection, stream restoration, and the reduction of water diversions. An investment in decision analysis and support technologies can help managers understand tradeoffs under different climate scenarios and possibly improve water and fish conservation over the next century.

Washington↗
USGS2020

Resource allocation for coastal wetland management: Confronting uncertainty about sea level rise

Coastal wetlands are rich and diverse ecosystems with a wide variety of birdlife and other natural resources. Decision making for coastal wetland management is difficult given the complex nature of these ecological systems and the frequent need to meet multiple objectives for varied resources. Management challenges in the coastal zone are exacerbated by uncertainty about sea level rise and impacts on infrastructure, particularly the levees and structures which provide managers the ability to manipulate water levels in managed wetlands and create high quality habitat for birds and other wildlife. The most challenging decisions in coastal wetland management involve resource allocation for habitat manipulations and longer-term investments to maintain management control in wetlands that are increasingly compromised by sea level rise and increasing storm frequency and intensity associated with a changing climate. We used multi-criteria decision analysis to create a resource allocation framework for managed wetlands that identifies the most effective and efficient management strategies that are robust to uncertainty about sea level rise. The prototype framework includes a small number of managed wetlands, for which subject matter experts articulated potential management and restoration actions. The consequences of these actions were predicted using expert elicitation with the subject matter experts; furthermore, expert judgment was used to articulate expected outcomes with two hypotheses about the rate of sea level rise. We used a constrained optimization (integer linear programming) to find optimal resource allocation strategies given a range of budget constraints; we also used a Pareto efficiency analysis for a graphical solution to the problem if the exact budget constraint is not known. Finally, given the importance of preference weights in a multi-criteria decision analysis, we also evaluated sensitivity to objective weights. With this resource allocation framework, we showed how to identify optimal combinations of management and restoration actions to maximize benefits in terms of stated objectives. We show how multiple working hypotheses about sea level rise can be incorporated into decisions for coastal wetland management. Our resource allocation approach can be modified for a wide variety of natural resource management settings.

Book chapter↗
USGS2022

Evaluating the risk of SARS-CoV-2 transmission to bats in the context of wildlife research, rehabilitation, and control

Preventing wildlife disease outbreaks is a priority for natural resource agencies, and management decisions can be urgent, especially in epidemic circumstances. With the emergence of SARS-CoV-2, wildlife agencies were concerned whether the activities they authorize might increase the risk of viral transmission from humans to North American bats, but had a limited amount of time in which to make decisions. We describe how decision analysis provides a powerful framework to analyze and reanalyze complex natural resource management problems as knowledge evolves. Coupled with expert judgment and avenues for the rapid release of information, risk assessment can provide timely scientific information for evolving decisions. In April 2020, the first rapid risk assessment was conducted to evaluate the risk of transmission of SARS-CoV-2 from humans to North American bats. Based on the best available information and relying heavily on expert judgment, the risk assessment found a small possibility of transmission during summer work activities. Following that assessment, additional knowledge and data emerged, such as bat viral challenge studies, that further elucidated the risks of human-to-bat transmission and culminated in a second risk assessment in the fall of 2020. We updated the first SARS-CoV-2 risk assessment with new management alternatives and new estimates of little brown bat ( Myotis lucifugus ) susceptibility, using findings from the fall 2020 assessment and other empirical studies. We found that new knowledge led to an 88% decrease in the median number of bats estimated to be infected per 1,000 encountered when compared to earlier results. The use of facemasks during, or a negative COVID-19 test or vaccination prior to, bat encounters further reduced those risks. Using a combination of decision analysis, expert judgment, rapid risk assessment, and efficient modes of information distribution, we provided timely science-based support to decision makers for summer bat work in North America.

Wildlife Society Bulletin↗
USGS2013

U.S. Geological Survey ecosystems science strategy—Advancing discovery and application through collaboration

Executive Summary Ecosystem science is critical to making informed decisions about natural resources that can sustain our Nation’s economic and environmental well-being. Resource managers and policymakers are faced with countless decisions each year at local, regional, and national levels on issues as diverse as renewable and nonrenewable energy development, agriculture, forestry, water supply, and resource allocations at the urban-rural interface. The urgency for sound decisionmaking is increasing dramatically as the world is being transformed at an unprecedented pace and in uncertain directions. Environmental changes are associated with natural hazards, greenhouse gas emissions, and increasing demands for water, land, food, energy, mineral, and living resources. At risk is the Nation’s environmental capital, the goods and services provided by resilient ecosystems that are vital to the health and wellbeing of human societies. Ecosystem science—the study of systems of organisms interacting with their environment and the consequences of natural and human-induced change on these systems—is necessary to inform decisionmakers as they develop policies to adapt to these changes. This Ecosystems Science Strategy is built on a framework that includes basic and applied science. It highlights the critical roles that U.S. Geological Survey (USGS) scientists and partners can play in building scientific understanding and providing timely information to decisionmakers. The strategy underscores the connection between scientific discoveries and the application of new knowledge, and it integrates ecosystem science and decisionmaking, producing new scientific outcomes to assist resource managers and providing public benefits. We envision the USGS as a leader in integrating scientific information into decisionmaking processes that affect the Nation’s natural resources and human well-being. The USGS is uniquely positioned to play a pivotal role in ecosystem science. With its wide range of expertise, the Bureau can bring holistic, cross-scale, interdisciplinary capabilities to the design and conduct of monitoring, research, and modeling and to new technologies for data collection, management, and visualization. Collectively, these capabilities can be used to reveal ecological patterns and processes, explain how and why ecosystems change, and forecast change over different spatial and temporal scales. USGS science can provide managers with options and decision-support tools to use resources sustainably. The USGS has long-standing, collaborative relationships with the Department of the Interior (DOI) and other partners in the natural sciences, in both conducting science and applying the results. The USGS engages these partners in cooperative investigations that otherwise would lack the necessary support or be too expensive for a single bureau to conduct. The heart of this strategy is a framework for USGS ecosystems science that focuses on five long-term goals, which are seen as interconnected components that reinforce our vision of the USGS providing science that is at the forefront of decisionmaking: Improve understanding of ecosystem structure, function, and processes. The focus for this goal is an understanding of how ecosystems work, including the dynamics of species, their populations, interactions, and genetics, and how they change across spatial and temporal scales. Advance understanding of how drivers influence ecosystem change. The challenges here are explaining the drivers of ecosystem change, their spatio-temporal patterns, their uncertainties and interactions, and their influence on ecosystem processes and dynamics. Improve understanding of the services that ecosystems provide to society. Here the emphasis is on the measurement of environmental capital and ecosystem services, and the identification of sources and patterns of change in space and time. Develop tools, technologies, and capacities to inform decisionmaking about ecosystems. This includes developing new technologies and approaches for conducting applications-oriented ecosystem science. A principal challenge will be how to quantify uncertainty and incorporate it in decision analysis. Apply science to enhance strategies for management, conservation, and restoration of ecosystems. These challenges include development of novel approaches to monitoring, assessment, and restoration of ecosystems; new methods to address species of concern and communities at risk; and innovations in decision analysis and support to address imminent ecosystem changes or those that are underway. Closely integrated with the five goals are four strategic approaches that provide the path forward for the USGS Ecosystems Mission Area. These approaches cross-cut all of the goals and are seen as essential to the implementation of this strategy: Assess information needs for ecosystem science through enhanced partnerships. Work with the DOI and other agencies and institutions to identify, design, and implement priority decision-driven ecological research. Promote the use of interdisciplinary ecosystem science. Design and conduct interdisciplinary process-oriented research in ecosystem science. Enhance modeling and forecasting. Build models to forecast ecosystem change, assess future management scenarios, and reduce uncertainties through an adaptive learning process. Support decisionmaking. Use quantitative approaches to assess the vulnerabilities of ecosystems, habitats, and species, and evaluate strategies for adaptation, restoration, and sustainable management. Following the four strategic approaches are a set of proposed actions that represent a sampling of specific USGS activities that align with this strategy and that address the Nation’s most pressing environmental needs. The strategy emphasizes coordination of activities across the USGS mission areas pursuant to these goals. Ecosystem science is inherently interdisciplinary and requires a broad perspective that incorporates the biological and physical sciences, climate science, information technology, and scientific capacity in mission areas across the Bureau. With its emphasis on coordination, this strategy can provide a critical underpinning for integrated science efforts with scientists from multiple mission areas of the USGS working together. Of course, the USGS will continue to conduct discipline-specific and interdisciplinary investigations, and both will continue to be vital parts of the ecosystem science portfolio. Finally, the strategy stresses the importance of coordination with other Federal agencies and organizations in the natural resources community. The USGS collaborates with resource agencies in the DOI and other organizations throughout the world to meet societal needs for species and ecosystem management. Working with these agencies and organizations, the USGS will play a key role in guiding sound decisionmaking during the next decade by advancing the scientific foundation for sustaining the natural resources that diverse, productive, resilient ecosystems provide.

Circular↗
USGS2012

The U.S. Geological Survey Ecosystem Science Strategy, 2012-2022 - Advancing discovery and application through collaboration

Ecosystem science is critical to making informed decisions about natural resources that can sustain our Nation’s economic and environmental well-being. Resource managers and policy-makers are faced with countless decisions each year at local, state, tribal, territorial, and national levels on issues as diverse as renewable and non-renewable energy development, agriculture, forestry, water supply, and resource allocations at the urban-rural interface. The urgency for sound decision-making is increasing dramatically as the world is being transformed at an unprecedented pace and in uncertain directions. Environmental changes are associated with natural hazards, greenhouse gas emissions, and increasing demands for water, land, food, energy, mineral, and living resources. At risk is the Nation’s environmental capital, the goods and services provided by resilient ecosystems that are vital to the health and well-being of human societies. Ecosystem science—the study of systems of organisms interacting with their environment and the consequences of natural and human-induced change on these systems—is necessary to inform decision-makers as they develop policies to adapt to these changes. This Ecosystems Science Strategy is built on a framework that includes basic and applied science. It highlights the critical roles that USGS scientists and partners can play in building scientific understanding and providing timely information to decision-makers. The strategy underscores the connection between scientific discoveries and the application of new knowledge. The strategy integrates ecosystem science and decision-making, producing new scientific outcomes to assist resource managers and providing public benefits. The USGS is uniquely positioned to play an important role in ecosystem science. With its wide range of expertise, the agency can bring holistic, cross-scale, interdisciplinary capabilities to the design and conduct of monitoring, research, and modeling and to new technologies for data collection, management, and visualization. Collectively, these capabilities can be used to reveal ecological patterns and processes, explain how and why ecosystems change, and forecast change over different spatial and temporal scales. USGS science can provide managers with options and decision-support tools to use resources sustainably. The USGS has long-standing, collaborative relationships with the DOI and other partners in the natural sciences, in both conducting science and its application. The USGS engages these partners in cooperative investigations that otherwise would lack the necessary support or be too expensive for a single bureau to conduct. The heart of this strategy is a framework and vision for USGS ecosystems science that focuses on five long-term goals, which are seen as interconnected and reinforcing components: • Improve understanding of ecosystem structure, function, and processes. The focus for this goal is an understanding of how ecosystems work, including the dynamics of species, their populations, interactions, and genetics, and how they change across spatial and temporal scales. • Advance understanding of how drivers influence ecosystem change. The challenges here are explaining the drivers of ecosystem change, their spatio-temporal patterns, their uncertainties and interactions, and their influence on ecosystem processes and dynamics. • Improve understanding of the services that ecosystems provide to society. Here the emphasis is on the measurement of environmental capital and ecosystem services, and the identification of sources and patterns of change in space and time. • Develop tools, technologies, and capacities to inform decision-making about ecosystems. This includes developing new technologies and approaches for conducting applications-oriented ecosystem science. A principal challenge will be how to quantify uncertainty and incorporate it in decision analysis. • Apply science to enhance strategies for management, conservation, and restoration of ecosystems. These challenges include development of novel approaches to monitoring, assessment, and restoration of ecosystems; new methods to address species of concern and communities at risk; and innovations in decision analysis and support to address imminent ecosystem changes or those that are underway. Closely integrated with the five goals are four strategic approaches that provide the path forward for the USGS Ecosystems Mission Area. These approaches cross-cut all of the goals and are seen as essential to the implementation of this strategy: • Assess information needs for ecosystem science through enhanced partnerships. Work with the DOI and other agencies and institutions to identify, design, and implement priority decision-driven ecological research. • Promote the use of interdisciplinary ecosystem science. Design and conduct interdisciplinary process-oriented research in ecosystem science. • Enhance modeling and forecasting. Build models to forecast ecosystem change, assess future management scenarios, and reduce uncertainties through an adaptive learning process. • Support decision-making. Use quantitative approaches to assess the vulnerabilities of ecosystems, habitats, and species, and evaluate strategies for adaptation, restoration, and sustainable management. Following the strategic approaches are a set of proposed actions that represent a sampling of specific activities that align with this strategy and that address the Nation’s most pressing environmental needs. The strategy emphasizes coordination of activities across the USGS mission areas pursuant to these goals. Ecosystem science is inherently interdisciplinary and requires a broad perspective that incorporates the biological and physical sciences, climate science, information technology, and scientific capacity in mission areas across the Bureau. With its emphasis on coordination, this strategy can provide a critical underpinning for integrated science efforts with scientists from multiple mission areas of the USGS working together. Of course, the USGS will continue to conduct both discipline-specific and interdisciplinary investigations, and both will continue to be vital parts of the ecosystem science portfolio. Finally, the strategy stresses the importance of coordination with other Federal agencies and organizations in the natural resources community. The USGS collaborates with resource agencies in the DOI and other organizations throughout the world to meet societal needs for species and ecosystem management. Working with these agencies and organizations, the USGS will play a key role over the next decade in advancing the scientific foundation for sustaining the natural resources that diverse, productive, resilient ecosystems provide.

Open-File Report↗
USGS2016

Structured decision making for managing pneumonia epizootics in bighorn sheep

Good decision-making is essential to conserving wildlife populations. Although there may be multiple ways to address a problem, perfect solutions rarely exist. Managers are therefore tasked with identifying decisions that will best achieve desired outcomes. Structured decision making (SDM) is a method of decision analysis used to identify the most effective, efficient, and realistic decisions while accounting for values and priorities of the decision maker. The stepwise process includes identifying the management problem, defining objectives for solving the problem, developing alternative approaches to achieve the objectives, and formally evaluating which alternative is most likely to accomplish the objectives. The SDM process can be more effective than informal decision-making because it provides a transparent way to quantitatively evaluate decisions for addressing multiple management objectives while incorporating science, uncertainty, and risk tolerance. To illustrate the application of this process to a management need, we present an SDM-based decision tool developed to identify optimal decisions for proactively managing risk of pneumonia epizootics in bighorn sheep ( Ovis canadensis ) in Montana. Pneumonia epizootics are a major challenge for managers due to long-term impacts to herds, epistemic uncertainty in timing and location of future epizootics, and consequent difficulty knowing how or when to manage risk. The decision tool facilitates analysis of alternative decisions for how to manage herds based on predictions from a risk model, herd-specific objectives, and predicted costs and benefits of each alternative. Decision analyses for 2 example herds revealed that meeting management objectives necessitates specific approaches unique to each herd. The analyses showed how and under what circumstances the alternatives are optimal compared to other approaches and current management. Managers can be confident that these decisions are effective, efficient, and realistic because they explicitly account for important considerations managers implicitly weigh when making decisions, including competing management objectives, uncertainty in potential outcomes, and risk tolerance.

Journal of Wildlife Management↗
USGS2012

Using structured decision making to manage disease risk for Montana wildlife

We used structured decision-making to develop a 2-part framework to assist managers in the proactive management of disease outbreaks in Montana, USA. The first part of the framework is a model to estimate the probability of disease outbreak given field observations available to managers. The second part of the framework is decision analysis that evaluates likely outcomes of management alternatives based on the estimated probability of disease outbreak, and applies managers' values for different objectives to indicate a preferred management strategy. We used pneumonia in bighorn sheep (Ovis canadensis) as a case study for our approach, applying it to 2 populations in Montana that differed in their likelihood of a pneumonia outbreak. The framework provided credible predictions of both probability of disease outbreaks, as well as biological and monetary consequences of management actions. The structured decision-making approach to this problem was valuable for defining the challenges of disease management in a decentralized agency where decisions are generally made at the local level in cooperation with stakeholders. Our approach provides local managers with the ability to tailor management planning for disease outbreaks to local conditions. Further work is needed to refine our disease risk models and decision analysis, including robust prediction of disease outbreaks and improved assessment of management alternatives.

Montana↗
USGS2025

Rapid structured decision making for Hypomesus transpacificus (delta smelt) summer–fall freshwater outflow management

Managers of the Central Valley Project (CVP) and State Water Projects (SWP) in California are confronted with difficult tradeoffs between water uses and associated values affected by water management decisions. These decisions involve altering the timing and magnitude of water releases from dams and reservoirs, which can affect habitats for economically important and Federally and State-listed endangered fish species, water deliveries for agriculture or municipalities, and water quality. In this report, we describe the results of a rapid structured decision-making process used to assist management agencies in evaluating tradeoffs while gathering input from cooperating agencies, rightsholders, or interested parties (hereafter participants) through facilitated workshops in spring 2025. Consideration of alternative water management actions was initiated by the continued decline of Hypomesus transpacificus (delta smelt) populations and the issuance of a new biological opinion for the CVP and SWP long-term operations on the effects on delta smelt and other Endangered Species Act-listed species in November 2024. An Executive Order was also issued in January 2025, directing the Bureau of Reclamation to maximize water deliveries. Participants, led by the U.S. Geological Survey and cooperating agencies, identified 8 fundamental values (hereafter objectives) and 11 alternative water management scenarios (or “alternative management actions” based on the PrOACT model). Using multicriteria decision analysis, we evaluated performance (or “consequences” based on a consequence table analysis) and analyzed tradeoffs of alternative water management actions to the fundamental objectives. We ranked the alternative water management actions based on four participants’ objective weights and composite utility scores calculated using a linear value function. The three highest ranking alternative water management actions had the poorest performance for delta smelt but performed best for CVP and SWP water exports and objectives related to coldwater pool operations for salmonids. An optimum strategy that could prevent the extinction of delta smelt was not determined for this study. However, insights gained from our rapid decision analysis suggested nonflow scenarios could benefit the delta smelt population, including in drier years, and could be considered to avoid curtailment of water exports.

Open-File Report↗
USGS2026

Regional conservation planning tool: A spreadsheet model to support spatial prioritization and resource allocation decisions

Prioritization is a central component of natural resource management because conservation needs routinely exceed available resources. Waterfowl and wetland conservation programs in North America are at the forefront of landscape-scale prioritization and transboundary management decisions due to the migratory nature of ducks, geese, and swans. The growing availability of geographic information systems (GIS) and geospatial technologies has accelerated the development of multi-objective landscape prioritization models, including applications of structured decision making and multi-criteria decision analysis to spatial planning for waterfowl and wetlands at the continental scale. However, regional managers and conservationists could benefit from flexibility in downscaling continental tools, selecting objectives, and assigning weights for rapid production of spatial prioritization models at smaller spatial scales without extensive computer coding or GIS analysis. We developed a spatial value model that prioritizes landscapes at sub-continental scales (e.g., states and provinces, bird conservation regions, etc.) and provides flexibility for users to select waterfowl conservation objectives of interest and weights. Our model can be used for direct downscaling of an existing continental geospatial model or further customized with region-specific geospatial data. We illustrate how regional prioritization can vary with the spatial scale selected by the user. The spatial value modeling framework and the downscaling tool presented here could increase the use of multi-criteria decision analysis and linear value modeling in spatial landscape prioritization, while also providing flexibility for selecting scales, objectives, and weights. Our spreadsheet tool was developed specifically for use by regional biologists, conservationists, and managers and does not require knowledge of GIS software (although results can be exported from the spreadsheet for spatial analysis using GIS). Together, the model outputs and the accompanying spreadsheet tool provide a bridge between continental waterfowl conservation and regional implementation, enabling rapid, stakeholder-driven, value-explicit prioritization.

Wildlife Society Bulletin↗
USGS2011

Non-native fish control below Glen Canyon Dam - Report from a structured decision-making project

This report describes the results of a structured decision-making project by the U.S. Geological Survey to provide substantive input to the Bureau of Reclamation (Reclamation) for use in the preparation of an Environmental Assessment concerning control of non-native fish below Glen Canyon Dam. A forum was created to allow the diverse cooperating agencies and Tribes to discuss, expand, and articulate their respective values; to develop and evaluate a broad set of potential control alternatives using the best available science; and to define individual preferences of each group on how to manage the inherent trade-offs in this non-native fish control problem. This project consisted of two face-to-face workshops, held in Mesa, Arizona, October 18-20 and November 8-10, 2010. At the first workshop, a diverse set of objectives was discussed, which represented the range of concerns of those agencies and Tribes present. A set of non-native fish control alternatives ('hybrid portfolios') was also developed. Over the 2-week period between the two workshops, four assessment teams worked to evaluate the control alternatives against the array of objectives. At the second workshop, the results of the assessment teams were presented. Multi-criteria decision analysis methods were used to examine the trade-offs inherent in the problem, and allowed the participating agencies and Tribes to express their individual judgments about how those trade-offs should best be managed in Reclamation`s selection of a preferred alternative. A broad array of objectives was identified and defined, and an effort was made to understand how these objectives are likely to be achieved by a variety of strategies. In general, the objectives reflected desired future conditions over 30 years. A rich set of alternative approaches was developed, and the complex structure of those alternatives was documented. Multi-criteria decision analysis methods allowed the evaluation of those alternatives against the array of objectives, with the values of individual agencies and tribes deliberately preserved. Trout removal strategies aimed at the Paria to Badger Rapid reach (PBR), with a variety of permutations in deference to cultural values, and with backup removal at the Little Colorado River reach (LCR) if necessary, were identified as top-ranking portfolios for all agencies and Tribes. These PBR/LCR removal portfolios outperformed LCR-only removal portfolios, for cultural reasons and for effectiveness - the probability of keeping the humpback chub population above a desired threshold was estimated to be higher under the PBR/LCR portfolios than the LCR-only portfolios. The PBR/LCR removal portfolios also outperformed portfolios based on flow manipulations, primarily because of the effect of sport fishery and wilderness recreation objectives, as well as cultural objectives. The preference for the PBR/LCR removal portfolios was quite robust to variation in the objective weights and to uncertainty about the underlying dynamics, at least over the ranges of uncertainty investigated. Examination of the effect of uncertainty on the recommended outcomes allowed us to complete a 'value of information' analysis. The results of this analysis led to an adaptive strategy that includes three possible long-term management actions (no action; LCR removal; or PBR removal) and seeks to reduce uncertainty about the following two issues: the degree to which rainbow trout limit chub populations, and the effectiveness of PBR removal to reduce trout emigration downstream into Marble and eastern Grand Canyons, where the largest population of humpback chub exist. In the face of uncertainty about the effectiveness of PBR removal, a case might be made for including flow manipulations in an adaptive strategy, but formal analysis of this case was not conducted. The full set of conclusions described above is not definitive, however. This analysis described in this report is a simplified depiction of the t

Open-File Report↗
USGS2011

Which uncertainty? Using expert elicitation and expected value of information to design an adaptive program

Natural resource management is plagued with uncertainty of many kinds, but not all uncertainties are equally important to resolve. The promise of adaptive management is that learning in the short-term will improve management in the long-term; that promise is best kept if the focus of learning is on those uncertainties that most impede achievement of management objectives. In this context, an existing tool of decision analysis, the expected value of perfect information (EVPI), is particularly valuable in identifying the most important uncertainties. Expert elicitation can be used to develop preliminary predictions of management response under a series of hypotheses, as well as prior weights for those hypotheses, and the EVPI can be used to determine how much management could improve if uncertainty was resolved. These methods were applied to management of whooping cranes ( Grus americana ), an endangered migratory bird that is being reintroduced in several places in North America. The Eastern Migratory Population of whooping cranes had exhibited almost no successful reproduction through 2009. Several dozen hypotheses can be advanced to explain this failure, and many of them lead to very different management responses. An expert panel articulated the hypotheses, provided prior weights for them, developed potential management strategies, and made predictions about the response of the population to each strategy under each hypothesis. Multi-criteria decision analysis identified a preferred strategy in the face of uncertainty, and analysis of the expected value of information identified how informative each strategy could be. These results provide the foundation for design of an adaptive management program.

Biological Conservation↗
USGS2013

Identifying stakeholder-relevant climate change impacts: a case study in the Yakima River Basin, Washington, USA

Designing climate-related research so that study results will be useful to natural resource managers is a unique challenge. While decision makers increasingly recognize the need to consider climate change in their resource management plans, and climate scientists recognize the importance of providing locally-relevant climate data and projections, there often remains a gap between management needs and the information that is available or is being collected. We used decision analysis concepts to bring decision-maker and stakeholder perspectives into the applied research planning process. In 2009 we initiated a series of studies on the impacts of climate change in the Yakima River Basin (YRB) with a four-day stakeholder workshop, bringing together managers, stakeholders, and scientists to develop an integrated conceptual model of climate change and climate change impacts in the YRB. The conceptual model development highlighted areas of uncertainty that limit the understanding of the potential impacts of climate change and decision alternatives by those who will be most directly affected by those changes, and pointed to areas where additional study and engagement of stakeholders would be beneficial. The workshop and resulting conceptual model highlighted the importance of numerous different outcomes to stakeholders in the basin, including social and economic outcomes that go beyond the physical and biological outcomes typically reported in climate impacts studies. Subsequent studies addressed several of those areas of uncertainty, including changes in water temperatures, habitat quality, and bioenergetics of salmonid populations.

Washington↗
USGS2016

Application of decision science to resilience management in Jamaica Bay

This book highlights the growing interest in management interventions designed to enhance the resilience of the Jamaica Bay socio-ecological system. Effective management, whether the focus is on managing biological processes or human behavior or (most likely) both, requires decision makers to anticipate how the managed system will respond to interventions (i.e., via predictions or projections). In systems characterized by many interacting components and high uncertainty, making probabilistic predictions is often difficult and requires careful thinking not only about system dynamics, but also about how management objectives are specified and the analytic method used to select the preferred action(s). Developing a clear statement of the problem(s) and articulation of management objectives is often best achieved by including input from managers, scientists and other stakeholders affected by the decision through a process of joint problem framing (Marcot and others 2012; Keeney and others 1990). Using a deliberate, coherent and transparent framework for deciding among management alternatives to best meet these objectives then ensures a greater likelihood for successful intervention. Decision science provides the theoretical and practical basis for developing this framework and applying decision analysis methods for making complex decisions under uncertainty and risk.

Book chapter↗