Search results

Management agencies are tasked with difficult decisions for conservation and management of natural resources. These decisions are difficult because of ecological and social uncertainties, the potential for multiple decision makers from multiple jurisdictions, and the need to account for the diverse values of stakeholders. Decision analysis provides a framework for accounting for these difficulties when making conservation and management decisions. We discuss the benefits of the application of decision analysis for these types of issues and provide insights from three case studies from the Laurentian Great Lakes. These case studies describe applications of decision analysis for decisions within an agency (management of double-crested cormorant), among agencies (response to invasive grass carp), and among agencies and stakeholders (sustainable fisheries harvest management). These case studies provide insight into the ways that decision analysis can be useful for conservation and management of natural resources, but we also highlight future needs for decision making for these resources. In particular, applications of decision analysis for conservation and management would benefit from enhanced integration of both ecological and social science, inclusion of a broader base of stakeholders and rightsholders, and better educational opportunities surrounding decision analysis for undergraduates and graduate students of natural resources management programs. Specific lessons from our experiences include the importance of establishing trust and transparency early through the formation of a working group, collaboratively defining objectives and evaluating uncertainties, risks, and tradeoffs, and implementing participatory modeling processes with an independent facilitator with appropriate quantitative skills. History: This paper has been accepted for the Decision Analysis Special Issue on Decision Analysis to Advance Environmental Sustainability. Funding: This study was supported by Great Lakes Restoration Initiative funding provided to the Michigan Department of Natural Resources [Grant F16AP01094] from the U.S. Fish and Wildlife Service and sub-awarded to Michigan State University.

Effective engagement among scientists, government agency staff, and policymakers is necessary for solving fisheries challenges, but remains challenging for a variety of reasons. We present seven practices learned from a collaborative project focused on invasive species in the Great Lakes region (USA‐CAN). These practices were based on a researcher–manager model composed of a research team, a management advisory board, and a bridging organization. We suggest this type of system functions well when (1) the management advisory board is provided compelling rationale for engagement; (2) the process uses key individuals as communicators; (3) the research team thoughtfully selects organizations and individuals involved; (4) the funding entity provides logistical support and allows for (5) a flexible structure that prioritizes management needs; (6) a bridging organization sustains communication between in‐person meetings; and (7) the project team determines and enacts a project endpoint. We predict these approaches apply equally effectively to other challenges at the research–management–policy interface, including reductions of water pollution, transitions to renewable energy, increasing food security, and addressing climate change.