Volume V: a framework for sustainable-ecosystem management.

Bormann, Bernard T.; Brookes, Martha H.; Ford, E. David; Kiester, A. Ross; Oliver, Chadwick Dearing; Weigand, James F.

doi:10.2737/pnw-gtr-331

Cited by 28 publications

(20 citation statements)

References 26 publications

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“…The management challenge is to figure out what the goal or goal set is and then design a strategy for implementing a mix of deci-Ž . sions to reach the goal Bormann et al, 1994 . A key challenge to successful management is accurately determining the system's capacity to achieve that goal-an important challenge that scientists can help meet.…”

Section: Values and Prioritiesmentioning

confidence: 99%

Seven pillars of ecosystem management

Lackey

1998

Landscape and Urban Planning

147

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Ecosystem management is widely proposed in the popular and professional literature as the modern and preferred way of managing natural resources and ecosystems. Advocates glowingly describe ecosystem management as an approach that will protect the environment, maintain healthy ecosystems, preserve biological diversity, and ensure sustainable development. Critics scoff at the concept as a new label for old ideas. The definitions of ecosystem management are vague and clarify little. Seven core principles, or pillars, of ecosystem management define and bound the concept and provide operational Ž . meaning: 1 ecosystem management reflects a stage in the continuing evolution of social values and priorities; it is neither a Ž . beginning nor an end; 2 ecosystem management is place-based and the boundaries of the place must be clearly and Ž . formally defined; 3 ecosystem management should maintain ecosystems in the appropriate condition to achieve desired Ž . social benefits; 4 ecosystem management should take advantage of the ability of ecosystems to respond to a variety of stressors, natural and man-made, but all ecosystems have limited ability to accommodate stressors and maintain a desired Ž . Ž . state; 5 ecosystem management may or may not result in emphasis on biological diversity; 6 the term sustainability, if used at all in ecosystem management, should be clearly defined-specifically, the time frame of concern, the benefits and Ž . costs of concern, and the relative priority of the benefits and costs; and 7 scientific information is important for effective ecosystem management, but is only one element in a decision-making process that is fundamentally one of public and private choice. A definition of ecosystem management based on the seven pillars is: 'the application of ecological and social information, options, and constraints to achieve desired social benefits within a defined geographic area and over a specified period'. As with all management paradigms, there is no 'right' decision but rather those decisions that appear to best respond to society's current and future needs as expressed through a decision-making process. There are, however, wrong management decisions, including the decision not to make a decision. Published by Elsevier Science B.V.

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Section: Values and Prioritiesmentioning

confidence: 99%

Seven pillars of ecosystem management

Lackey

1998

Landscape and Urban Planning

147

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“…Because the definition and fundamental principles that make up the ecosystem management paradigm have not yet been resolved and widely accepted, the challenge is to build the philosophical concept of ecosystem management into an explicitly defined, operationally practical methodology (Wear et al, 1996;Thomas, 1997). Effective ecosystem management processes are urgently needed so that federal land managers can better accommodate the continuing rapid change in societal perspectives and goals (Bormann et al, 1993).…”

Section: Introductionmentioning

confidence: 99%

Decision Support for Ecosystem Management and Ecological Assessments

Rauscher¹,

Potter²

2001

A Guidebook for Integrated Ecological Assessments

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“…They proposed a "lacing model" linking socioeconomic and ecologic domains. 217 In a companion volume, Haynes and others reinforced the need for such a model to simulate simultaneously multiple agents' dynamics, fire conditions, and plant, wildlife, and fish habitat conditions, all over time. They developed five levels of investment that should be recognized: catastrophe avoidance, catastrophe avoidance involving prevention in high-hazard situations, restoration of high-hazard landscapes and aquatic ecosystems, restoration of moderate-hazard ecosystems, and restoration of ecosystem sustainability.…”

mentioning

confidence: 99%

Forest economics research at the Pacific Northwest Research Station, to 2000.

Flora¹

2003

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The contributions for over 80 years by scientists at the Pacific Northwest Research Station to developments in economic theory, economic tools, policies, and economic issues are summarized. This is a story of progressive accomplishments set against a constantly changing background of economic and social events.Keywords: Forest economics, forest policy, forest management, Pacific Northwest. Outlined here are PNW's 1 accomplishments in forest economics since the 1920s: contributions to theory, economic tools, and counsel to practicing foresters within and without the agency; and instances in which PNW's economics program made a difference to Western U.S. forestry. The format is roughly chronological. Every scientist and most publications will be mentioned, but the real intent is to portray the evolution of ideas, economic tools, and policy and economic issues to which they were applied. This is a story built on four forests. Any forester whose working life started in the 1950s at a far corner of the Douglas-fir (Pseudotsuga menziesii (Mirb.) Franco) region will have worked among the last of the old growth, measuring trees 10 feet and more in diameter. By then the harvest of the second growth, seeded during logging in the last decades of the 19th century, was well underway. In 2000 it is virtually finished. The triumphs of fire and insect control, the pride of occasional bursts of intensive silviculture, the regrets of over-or under-investment in woods things, all have passed with those mellow, fulsome stands. Trees planted in the 1950s and after are now moving down the highways, 20 and 40 to the truckload. This third forest is the product of myriad economic decisions made and economic events experienced. Even to hold forest land has been an act of economic faith, subject to revision at any time. The fourth forest is outside the door, growing. What will become of it is being influenced by new economic conditions, new information, and new views of the future. That is the stuff of forest economics research.The state of the art in resource economics seemingly depends on a disorderly mix of work done to date, strong personalities, fortuitous meanders, directed effort, treks along arcane technical lines, economic pressures, and screaming land-use conflicts. This section does not deal with what we knew when but, rather, with the changing world around us over eight decades.Although federal forestry studies had been underway in the Northwest for some time, PNW was formally commissioned in 1924, a product of politics and persuasion, history and economics. The 1920s blew in as 6 billion board feet of timber blew down in western Washington, and the Capper Report 2 appeared, both of which argued for research. The windstorm of 1921 generated economic questions of utilization, marketing, and export possibilities. The 1920 Capper Report was a Forest Service response to claims of overcutting on industry lands and to a call for regulation. No less than Gifford Pinchot favored corralling cutting in private forests. William B. Greele...

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Volume V: a framework for sustainable-ecosystem management.

Cited by 28 publications

References 26 publications

Seven pillars of ecosystem management

Seven pillars of ecosystem management

Decision Support for Ecosystem Management and Ecological Assessments

Forest economics research at the Pacific Northwest Research Station, to 2000.

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