USGS ScienceSearch

USGS · 70211179

Conservation decisions under pressure: Lessons from an exercise in rapid response to wildlife disease

Abstract

Novel outbreaks of emerging pathogens require rapid responses to enable successful mitigation. We simulated a 1‐day emergency meeting where experts were engaged to recommend mitigation strategies for a new outbreak of the amphibian fungal pathogen Batrachochytrium salamandrivorans . Despite the inevitable uncertainty, experts suggested and discussed several possible strategies. However, their recommendations were undermined by imperfect initial definitions of the objectives and scope of management. This problem is likely to arise in most real‐world emergency situations. The exercise thus highlighted the importance of clearly defining the context, objectives, and spatial–temporal scale of mitigation decisions. Managers are commonly under pressure to act immediately. However, an iterative process in which experts and managers cooperate to clarify objectives and uncertainties, while collecting more information and devising mitigation strategies, may be slightly more time consuming but ultimately lead to better outcomes.

Explore related subjects

Keep this discovery

Explore connections, maps & timelines

BibTeXRIS

Stefano Canessa, Annemarieke Spitzen-van der Sluijs, Tariq Stark, Bryony E. Allen, Phillip J. Bishop, Molly Bletz, Cheryl J. Briggs, Dave Daversa, Matthew J. Gray, Richard Griffiths, Reid N. Harris, Xavier Harrison, Jason T. Hoverman, Phillip Jervis, Erin L. Muths, Deanna H. Olson, Stephen J Price, Corinne L. Richards-Zawacki, Jacques Robert, Goncalo M. Rosa, Ben C. Scheele, B. Schmidt, Trenton W. J. Garner. 2019-11-29. Conservation decisions under pressure: Lessons from an exercise in rapid response to wildlife disease. https://doi.org/10.1111/csp2.141

Cite the original work for its findings. Save a collection to share your selection of sources.

KEEP EXPLORING

Related USGS reports

Successes and opportunities for solutions-oriented conservation research: Lessons learned from avian science

Conservation science struggles with an ongoing divide between research and action. Given its history of broad public engagement and multi-scale management coordination, avian conservation typifies many of the challenges, successes, and opportunities across the broader field of conservation and is rich with examples that may guide solutions-oriented conservation science. In semi-structured focus groups composed of bird conservation scientists and practitioners from various backgrounds, we discussed the definition, characteristics, and examples of solutions-oriented conservation science. Our discussions highlighted several examples where successful application of avian conservation science led to change in programs, policy, regulations, and social systems, including several with co-benefits for local communities. These successes were characterized by communication, collaboration, and co-development with local communities, decision-makers, practitioners, and Indigenous communities. We identified remaining opportunities for improvement, including aligning incentives and priorities between research and practice, working across disciplines to mobilize solutions, dismantling barriers to inclusion, and emphasizing the importance of relationship-building in conservation science. We outline suggestions that researchers can use to incorporate these lessons from solutions-oriented avian conservation science into training and mentoring programs.

Conservation Science and Practice

Connecting and coordinating conservation action across landscapes through regional planning processes and syntheses

Modern threats to conservation are often global; however, relevant conservation decisions and actions typically occur within local jurisdictions. The socio-ecological complexity of these problems requires collaboration across large landscapes, diverse community interests, and geopolitical boundaries, yet a lack of interoperability of planning products among decision makers, jurisdictions, and objectives impedes collaboration. Here, we provide a working model for the collaborative, iterative development of a landscape conservation design (LCD) in the Midwest region of the United States, the Midwest Conservation Blueprint, and demonstrate its applicability to the coordination of voluntary conservation actions and investments across jurisdictional boundaries. We used spatial prioritization software to synthesize over 20 datasets to develop a basemap of priority lands and waters for conservation across a diverse set of societal and ecological values (e.g., water quality, biodiversity, recreation). The Midwest Conservation Blueprint is a living plan, updated annually based on improvements in underlying data, understanding of local conditions, and public input. Landscape-scale planning is not designed to replace local knowledge or supersede decision-making authorities. However, by synthesizing existing data that represent diverse socio-ecological values and planning at a broader scale, the Midwest Conservation Blueprint documents where there are shared priorities and opportunities for collaborative landscape conservation.

Midwest

Debunking the myth of the quintessential resource manager: Precision in actionable science

“Actionable science” is a widely held standard for identifying the merits of natural resources research. Yet, science is often framed as actionable to a vaguely identified quintessential “manager” without defining either the intended manager or use. Generic descriptions lack precision for identifying end users or their needs, limiting methodological rigor in research design and leading to contextual misalignments of outputs with the need they intended to serve. Further, imprecise terminology limits the ability to evaluate impact, replicate efforts, or foster adoption and implementation of findings. This perspective article presents the heuristic of “who, what, when, where, why, how” to help researchers be more precise when describing their actionable science. Through intentional reflection, researchers can move beyond generic framings of “managers” representing monolithic organizations. “Managers” become individuals, with unique responsibilities, functions, worldviews, and levels of authority, all influencing their use of and need for scientific information and data.

Conservation Science and Practice