Cape Lookout National Seashore storm characterization: Evaluation in support of cultural resource management
No abstract available.
North Carolina↗
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Optimizing historic preservation under climate change: Decision support for cultural resource adaptation planning in national parks
Climate change poses great challenges for cultural resource management, particularly in coastal areas. Cultural resources, such as historic buildings, in coastal areas are vulnerable to climate impacts including inundation, deterioration , and destruction from sea-level rise and storm-related flooding and erosion. However, research that assesses the trade-offs between actions for protecting vulnerable and valuable cultural resources under budgetary constraints is limited. This study focused on developing a decision support model for managing historic buildings at Cape Lookout National Seashore. We designed the Optimal Preservation Decision Support (OptiPres) model to: (a) identify optimal, annual adaptation actions for historic buildings across a 30-year planning horizon, (b) quantify trade-offs between different actions and the timing of adaptation actions under constrained budgets, and (c) estimate the effectiveness of budget allocations on the resource value of historic buildings. Our analysis of the model suggests that: (1) funding allocation thresholds may exist for national parks to maintain the historical significance and use potential of historic buildings under climate change, (2) the quantitative assessment of trade-offs among alternative adaptation actions provides generalizable guidance for decision makers about the dynamics of their managed system, and (3) the OptiPres model can identify cost-efficient approaches to allocate funding to maintain the historical value of buildings vulnerable to the effects of climate change. Therefore, the OptiPres model, while not designed as a prescriptive decision tool, allows managers to understand the consequences of proposed adaptation actions. The OptiPres model can guide park managers to make cost-effective climate adaptation decisions for historic buildings more transparently and robustly.
Land Use Policy↗
Supporting natural resource management—The role of economics at the Department of the Interior—A workshop report
The first U.S. Department of the Interior Economics Workshop was held April 5–7, 2017 in Washington, D.C., to identify, highlight, and better understand needs and opportunities for economic analysis to support the Department of the Interior’s mission. The Economics Workshop, jointly convened by the Department of the Interior Office of Policy Analysis and the U.S. Geological Survey Science and Decisions Center, provided an opportunity for Department of the Interior’s economists to share expertise and experiences and to build collaboration and communication channels across the Department of the Interior. Natural and cultural resource managers face complex questions and often have to balance competing stakeholder interests. Per the mission statement, the Department of the Interior “protects and manages the Nation’s natural resources and cultural heritage; provides scientific and other information about those resources; and honors its trust responsibilities or special commitments to American Indians, Alaska Natives, and affiliated island communities.” Economic analysis is relevant to issues integral to nearly all the land and water management decisions made by the Department of the Interior. More than 80 Department of the Interior economists gathered at the Economics Workshop to share their work, discuss common challenges, and identify approaches to advance the use and contribution of economics at the Department of the Interior.
Open-File Report↗
Foundational principles of an applied cultural evolutionary science for natural resource management and conservation
Culture, as the filter through which people view the world and a key determinant of human behaviour, is central to the practice of natural resource management and conservation. Conservation is intended to moderate the impacts of human cultural modification of the environment, exists as an endeavour because it is culturally valued, and acts largely through policies to encourage or discourage targeted human behaviours. However, culture is not static; as organisms and ecologies evolve, so too does culture exist as a dynamic, interconnected, coevolving element of the social–ecological systems in which management action is situated and implemented. Cultural evolution (CE) offers a valuable theoretical contribution to the scientific understanding of culture, cultural diversity and culture change and has the potential to be harnessed in the applied research and practice of conservation social science. We illustrate the essential principles necessary to grow an applied science of CE for natural resource management and conservation, and identify opportunities for CE to provide valuable information for science-based decision making and help conservation institutions and organizations adapt to the ongoing challenges posed by culture change. This transdisciplinary integration can contribute to improved outcomes across conservation objectives and build more resilient, sustainable social–ecological systems.
Philosophical Transactions of the Royal Society B ↗
DOI Climate Science Centers--Regional science to address management priorities
Our Nation's lands, waters, and ecosystems and the living and cultural resources they contain face myriad challenges from invasive species, the effects of changing land and water use, habitat fragmentation and degradation, and other influences. These challenges are compounded by increasing influences from a changing climate—higher temperatures, increasing droughts, floods, and wildfires, and overall increasing variability in weather and climate. The Department of the Interior (DOI) has established eight regional Climate Science Centers (CSC) (fig. 1) that will provide scientific information and tools to natural and cultural resource managers as they plan for conserving these resources in a changing world. The U.S. Geological Survey (USGS) National Climate Change and Wildlife Science Center (NCCWSC) is managing the CSCs on behalf of the DOI.
Fact Sheet↗
Northwest Boreal Landscape Conservation Cooperative strategic plan 2015 - 2025
The Northwest Boreal Landscape Conservation Cooperative (NWB LCC) is a voluntary, diverse, self-directed management-science partnership, informing and promoting integrated science, sustainable natural and cultural resource management, and conservation to address impacts of climate change and other stressors within and across ecosystems. The NWB LCC area includes parts of Alaska, Yukon, Northwest Territories, and British Columbia. Our partnership reflects both the broad geographic scope and an extensive array of active and engaged participants including resource management organizations, government representatives, policy makers, Tribes and First Nations, industry leaders, researchers, non-governmental organizations, and research/education institutions. Bringing together diverse partners will help assure the northwest boreal is a functioning, sustainable landscape. We live in an era of profound conservation challenges, including the loss and fragmentation of habitats, genetic isolation, invasive species, and unnatural wildfire. The effects of rapidly changing climate are already evident on the landscape. In these circumstances, it is imperative that natural resource management agencies, science providers, Tribes, First Nations, conservation organizations, and other stakeholders work together to understand the drivers and impacts of landscape change and to determine how best to address those challenges. Further, it is essential that the public and communities receive clear communication about the vision and activities of the NWB LCC. Open public access to NWB LCC activities and products will promote acceptance and support of the science that guides potential changes in management action and conservation strategy. This strategic plan provides a great opportunity for the NWB LCC to share our approach and intentions to the LCC members, collaborators, communities, and the public at large.
Report↗
Practical tips to establish an actionable science portfolio for climate adaptation
The delivery of climate adaptation science products and services to inform resource management decisions—otherwise known as actionable climate adaptation science—is the primary driver and intended outcome of the science portfolios administered within the Department of the Interior's Climate Adaptation Science Center (CASC) network in the USA. This commitment hinges on the essential requirement that natural and cultural resource managers (science users) and scientists (science producers) work in unison with one another. This partnership may be illustrated by the conventional demand and supply relationship, where resource managers create the demand term by explicitly describing a priori top decisions or priority actions concerning the natural or cultural resources they administer, and scientists supply relevant research products and services. But an ideal interaction of users and producers is not trivial and presents challenges in the process of establishing an actionable science portfolio. A few practical suggestions are presented here to set up a productive dialogue between resource managers and scientists, and broker that conversation as they work side-by-side toward agreed-upon common objectives. These useful tips stem from working towards the goal of establishing actionable science portfolios within the CASC network and may prove valuable to similar entities committed to delivering climate adaptation science to address resource management concerns.
Science and Public Policy↗
Multi-criteria decision approach for climate adaptation of cultural resources along the Atlantic coast of the southeastern United States: Application of AHP method
Prioritizing climate adaptation actions is often made difficult by stakeholders and decision-makers having multiple objectives, some of which may be competing. Transparent, transferable, and objective methods are needed to assess and weight different objectives for complex decisions with multiple interests. In this study, the Analytic Hierarchy Process (AHP) was used to examine priorities in managing cultural resources in the face of climate change at Cape Lookout National Seashore on the Atlantic coast of the southeastern United States. In this process, we conducted facilitated discussion sessions with the selected stakeholder representatives to elicit a comprehensive list of management objectives. Objectives were then merged into three categories: 1) Maximize retention of historic character and condition (HCC); 2) Foster heritage awareness (HA); and 3) Maximize financial benefits (FB). We facilitated two AHP exercise sessions, both individually and in groups, to seek consensus on the relative importance of the objectives. The AHP process created a space for stakeholders (government agencies and local citizens) to consider and present arguments that we used to contextualize their trade-offs between the objectives. The stakeholders' top priority was to maximize the HCC. This objective was prioritized more than HA and FB in the individual trade-off choices, while HA was given nearly equal priority to FB. The consensus priority vectors of two management objectives (HCC and HA) differ significantly from FB, but the difference between HCC and HA is slight and not statistically different. FB and HA had larger changes in consensus priority vectors among the three objectives relative to individual priority vectors. For HCC, the difference between individual and consensus priority vectors was the smallest and nearly equal. Moreover, very high levels of consistency were found in consensus priority trade-off discussions and AHP application. Our research highlights the advantage of using a two-step AHP process in climate adaptation planning of vulnerable resources to enhance robustness in decision making. Coupling this approach with future efforts to develop management priorities would help estimate indices to determine the order in which adaptation treatments are applied to vulnerable cultural resources.
Climate Risk Management↗
A multi-indicator framework for mapping cultural ecosystem services: The case of freshwater recreational fishing
Despite recent interest, ecosystem services are not yet fully incorporated into private and public decisions about natural resource management. Cultural ecosystem services (CES) are among the most challenging of services to include because they comprise complex ecological and social properties and processes that make them difficult to measure, map or monetize. Like others, CES are vulnerable to landscape changes and unsustainable use. To date, the sustainability of services has not been adequately addressed and few studies have considered measures of service capacity and demand simultaneously. To facilitate sustainability assessments and management of CES, our study objectives were to (1) develop a spatially explicit framework for mapping the capacity of ecosystems to provide freshwater recreational fishing, an important cultural service, (2) map societal demand for freshwater recreational fishing based on license data and identify areas of potential overuse, and (3) demonstrate how maps of relative capacity and relative demand could be interfaced to estimate sustainability of a CES. We mapped freshwater recreational fishing capacity at the 12-digit hydrologic unit-scale in North Carolina and Virginia using a multi-indicator service framework incorporating biophysical and social landscape metrics and mapped demand based on fishing license data. Mapping of capacity revealed a gradual decrease in capacity eastward from the mountains to the coastal plain and that fishing demand was greatest in urban areas. When comparing standardized relative measures of capacity and demand for freshwater recreational fishing, we found that ranks of capacity exceeded ranks of demand in most hydrologic units, except in 17% of North Carolina and 5% of Virginia. Our GIS-based approach to view freshwater recreational fishing through an ecosystem service lens will enable scientists and managers to examine (1) biophysical and social factors that foster or diminish cultural ecosystem services delivery, (2) demand for cultural ecosystem services relative to their capacity, and (3) ecological pressures like potential overuse that affect service sustainability. Ultimately, we expect such analyses to inform decision-making for freshwater recreational fisheries and other cultural ecosystem services.
Ecological Indicators↗
Managing for a changing climate: A bended interdisciplinary climate course
We developed a blended (or hybrid) interactive course— Managing for a Changing Climate —that provides a holistic view of climate change. The course results from communication with university students and natural and cultural resource managers as well as the need for educational efforts aimed at the public, legislators, and decision-makers. Content includes the components of the physical climate system, natural climate variability, anthropogenic drivers of climate change, climate models and projections, climate assessments, energy economics, environmental policy, vulnerabilities to climate hazards, impacts of climate change, and decision-making related to climate adaptation and mitigation efforts. To convey most of the content, the course-development team created over 50 short videos (3–10 min each) in partnership with experts from a variety of academic, government, and industry institutions. The blended course has been offered as an upper-division, undergraduate course in the Department of Geography and Environmental Sustainability and School of Meteorology (four times) and College of International Studies (in Italy, once) at the University of Oklahoma with over 100 total students. The course has also been presented online-only at no cost to the participants in four fall semesters with over 1,000 total registrations. Videos created for this course are freely available on the YouTube page of the South Central Climate Adaptation Science Center. This course and its associated materials comprise high-quality, formal climate training and education that can be adapted to other formal and informal education settings beyond the walls of the university.
Bulletin of the American Meteorological Society↗
A path to actionable climate science: Perspectives from the field
The U.S. Department of the Interior Climate Science Centers (CSCs) work with natural and cultural resource managers and scientists to gather information and build tools needed to help fish, wildlife, and ecosystems adapt to the impacts of climate change. The CSCs prioritize the delivery of actionable science products (e.g., synthesized scientific information, maps, decision support tools, etc.) that are focused on key management priorities and co-produced by teams of scientists and managers. In the specific case of the Northwest CSC, we have been successful at promoting and supporting the co-production of actionable climate science at the individual project level, but it has been more difficult to replicate this success at the regional program level. Here we identify the most significant challenges in satisfying this mandate and propose the creation of a Science Advisory Panel to provide improved interface between resource managers and scientists engaged with the Northwest CSC.
Environmental Management↗
Engaging with stakeholders to produce actionable science: A framework and guidance
Natural and cultural resource managers are increasingly working with the scientific community to create information on how best to adapt to the current and projected impacts of climate change. Engaging with these managers is a strategy that researchers can use to ensure that scientific outputs and findings are actionable (or useful and usable). In this article, the authors adapt Davidson’s wheel of participation to characterize and describe common stakeholder engagement strategies across the spectrum of Inform, Consult, Participate, and Empower. This adapted framework provides researchers with a standardized vocabulary for describing their engagement approach, guidance on how to select an approach, methods for implementing engagement, and potential barriers to overcome. While there is often no one “best” approach to engaging with stakeholders, researchers can use the objectives of their project and the decision context in which their stakeholders operate to guide their selection. Researchers can also revisit this framework over time as their project objectives shift and their stakeholder relationships evolve.
Weather Climate and Society↗
NW CSC annual report fiscal year 2013
The Northwest Climate Science Center (NW CSC) was established in 2010 as one of eight regional Climate Science Centers created by the Department of the Interior (DOI). The NW CSC encompasses Washing-ton, Oregon, Idaho, and western Montana and has overlapping boundaries with three Landscape Conservation Cooperatives (LCCs): the Great Northern, the Great Basin, and the North Pacific. With guidance from its Executive Stakeholder Advisory Committee (ESAC), the NW CSC and its partner LCCs are addressing the highest priority regional climate science needs of Northwest natural and cultural resource managers. Climate Science Centers tap into the scientific expertise of both the U.S. Geological Survey (USGS) and academic institutions. The NW CSC is supported by an academic consortium with the capacity to generate climate science and tools in a coordinated fashion, serving stakeholders across the Northwest region. This consortium is primarily represented by Oregon State University (OSU), the University of Id-ho (UI), and the University of Washington (UW). The academic consortium and USGS provide capabilities in climate science, ecology, impacts and vulnerability assessment, modeling, adaptation planning, and advanced information technology, all necessary to address and respond to climate change in the Northwest. University members also recruit and train graduate students and early-career scientists. This Annual Report summarizes progress for the goals set out in the NW CSC Strategic Plan for 2012-2015 (http://www.doi.gov/csc/northwest/upload/Northwest-CSC-Strategic-Plan.cfm) and the NW CSC Work-plan for Fiscal Year (FY) 2013 (October 1, 2012 through September 30, 2013). The report follows the structure of the Strategic Plan, which describes the five core services (Executive, Science, Data, Communications, and Education and Training) provided by the NW CSC in support of the stated vision: Our Vision: To become nationally recognized as a best-practice model for the provision of climate science and decision support tools to address conservation and management issues in the Pacific Northwest Region.
Report↗
U.S. Department of the Interior Climate Science Centers and U.S. Geological Survey National Climate Change and Wildlife Science Center—Annual report for 2015
2015 was another great year for the Department of the Interior (DOI) Climate Science Centers (CSCs) and U.S. Geological Survey (USGS) National Climate Change and Wildlife Science Center (NCCWSC) network. The DOI CSCs and USGS NCCWSC continued their mission of providing the science, data, and tools that are needed for on-the-ground decision making by natural and cultural resource managers to address the effects of climate change on fish, wildlife, ecosystems, and communities. Our many accomplishments in 2015 included initiating a national effort to understand the influence of drought on wildlife and ecosystems; providing numerous opportunities for students and early career researchers to expand their networks and learn more about climate change effects; and working with tribes and indigenous communities to expand their knowledge of and preparation for the impacts of climate change on important resources and traditional ways of living. Here we illustrate some of these 2015 activities from across the CSCs and NCCWSC.
Open-File Report↗
Preliminary digital map of cryptocrystalline occurrences in northern Nevada
The purpose was to identify potential cryptocrystalline material sources for tools used by indigenous people of the northern Nevada portion of the Great Basin. Cryptocrystalline occurrence data combed from the U.S. Geological Survey's Mineral Resources Data System (MRDS, 1995) were combined with sites described in Nevada rockhound guides and entered into a geographic information system (GIS). The map area encompasses northern Nevada (fig.1). This open-file report describes the methods used to convert cryptocrystalline occurrence data into a digital format, documents the file structures, and explains how to download the digital files from the U.S. Geological Survey's World Wide Web site. Uses of the spatial dataset include, but are not limited to, natural and cultural resource management, interdisciplinary activities, recreational rockhounding, and gold exploration. It is important to note that the accuracy of the spatial data varies widely, and for some purposes, field checks are advised.
Nevada↗
The 3D Elevation Program—Supporting New Hampshire’s economy
Introduction The topography of New Hampshire ranges from the Coastal Lowlands to the Eastern New England Upland to the White Mountains region. High-quality statewide elevation data are useful in managing this very diverse landscape. For example, the short coastline, including the Great Bay estuary and the Hampton-Seabrook marshes, is of disproportionately high value to New Hampshire’s tourist economy. The vulnerability of the coast to the effects of sea-level rise underscores the need for accurate, high-quality nearshore topographic elevation data and offshore bathymetric data to effectively manage the coast’s valuable resources, which include important fisheries, habitat, and infrastructure. Another important use for accurate elevation data in New Hampshire is in the evaluation of flood hazards and their potential environmental and infrastructure effects. This evaluation includes mapping of inundation and sediment transport, and assessing the associated costs of flooding. Addressing this challenge requires detailed knowledge of both surface topography and inland bathymetry. Other important activities having a substantial economic element and needing accurate elevation data include geologic resource assessment and hazard mitigation, urban and regional planning, infrastructure and construction management, and cultural resources preservation and management. Critical applications that meet the State’s management needs depend on light detection and ranging (lidar) data that provide a highly detailed three-dimensional model of the Earth’s surface and aboveground features.
New Hampshire↗
Responses of Native American cultural heritage to changes in environmental setting
Cultural expressions of American Indian and Alaska Natives (AIAN) reflect the relationship between AIAN and the plant and animal species present in an area. Different forces that modify that relationship and influence those expressions can potentially shape AIAN cultural heritage and even compromise their cultural identity. Herein, we propose seven modalities to illustrate how AIAN cultural expressions may respond to changes in environmental settings that alter the relationship between plant and animal assemblages, and Native peoples. Each modality provides insight into the vulnerability, resilience, and adaptive capacity of AIAN cultural expressions to changes in environmental settings. Future research may delve deeper into these modalities and help identify appropriate methods for managing culturally important resources. More culturally sensitive management approaches may strengthen conservation practices and safeguard the cultural legacy of indigenous groups.
AlterNative: An International Journal of Indigenou↗
Cultivating reciprocity and supporting Indigenous lifeways through the cultural transformation of natural resource management in North America
Recent decades have seen increasing calls for implementing Indigenous Knowledges (IK) in natural resource management (NRM). However, efforts have been limited by the cultural incommensurabilities between (1) NRM institutions, which are rooted in worldviews that prioritize extraction for dominant cultures and assume dominance over nature and (2) Indigenous worldviews that prioritize kincentric reciprocity with the environment. This manuscript addresses how transforming NRM institutions enables management to better support Indigenous Knowledges and lifeways. This manuscript examines incommensurabilities between NRM institutional cultures and Indigenous cultures, with the value and lifeway of reciprocity as the focal point. Through synthesizing interdisciplinary scholarship and examples from author experiences, we explore how NRM institutions in North America can transform to honour and facilitate reciprocity, especially within efforts to implement IK and support Indigenous lifeways. NRM institutions are cultural products, and in North America were born of colonial histories and cultural roots connected to modern governance and power dynamics. These cultural foundations led to NRM approaches that prioritize maximizing economic growth while guarding against overexploitation. Kincentric reciprocal relations with the environment often emphasize interdependency with more-than-human kin, place-based holistic Knowledges grounded in cultural practices and communal responsibility to cultivate social-ecological abundance for present and future generations. Incommensurabilities between NRM institutional cultures and Indigenous cultures impede efforts to implement IK and support Indigenous lifeways as: (1) rigid institutional structures do not account for Indigenous worldviews and values but instead attempt to fit IK within dominant paradigms; (2) the siloing of NRM leads to the piecemealing and invalidation of IK at the expense of Knowledge Holders and (3) ineffective public engagement strategies limit the possibility of reciprocal relations between NRM institutions and communities throughout management processes. Incommensurabilities between NRM institutional cultures and Indigenous cultures impede efforts to implement IK and support Indigenous lifeways as: (1) rigid institutional structures do not account for Indigenous worldviews and values but instead attempt to fit IK within dominant paradigms; (2) the siloing of NRM leads to the piecemealing and invalidation of IK at the expense of Knowledge Holders and (3) ineffective public engagement strategies limit the possibility of reciprocal relations between NRM institutions and communities throughout management processes. Transforming NRM institutional cultures to better implement IK and support Indigenous lifeways is key for redressing long-standing issues and ensuring social-ecological resilience and abundance. Heavy investments of time, personnel and resources are necessary for transforming NRM institutions to appropriately cultivate reciprocal relations with Indigenous communities and lands. Strategies towards transformation include decentralization through decolonial frameworks, knowledge co-production and using place-based cultural evaluation processes to improve cultural alignment.
People and Nature↗