1 Resolving conflicts in protected areas when values range from economics to the intangible Mike Tranel Alaska Region, US National Park Service 19 November 2008

2 “…to conserve the scenery and the natural and historic objects and the wild life therein and to provide for the enjoyment of the same in such manner… as will leave them unimpaired for future generations.” NPS Organic Act, 1916 “…a public park or pleasuring ground for the benefit and enjoyment of the people.” Yellowstone NP, 1872

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4 “…definite, tangible returns, such as public use and enjoyment made possible through roads…” NPS Director Arno Cammerer,

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6 “…to preserve for the benefit, use, education, and inspiration of present and future generations.” “…to preserve in their natural state extensive unaltered ecosystems.” “…to preserve wilderness resource values.” Alaska National Interest Lands Conservation Act,

7 “To maintain the wild and undeveloped character of the area, including opportunities for visitors to experience solitude.” Alaska National Interest Lands Conservation Act, 1980 Gates of the Arctic National Park and Preserve 7

Management Policies for the National Park Service: Resource values include “intangible qualities such as natural quiet, solitude, space, scenery, a sense of history, sounds of nature, and clear night skies that have received Congressional recognition and are important components of people’s enjoyment of parks.” 8

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12 Judicial decisions involving NPS Organic Act Public interest and understanding of the full range of values of parks 12

13 Connection to place 13

14 Making Decisions Among Competing Values 14

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16 Protecting the historic scene of Civil War Battlefields 16

17 Gettysburg National Military Park 17

18 Manassas National Battlefield Park 18

19 Grand Canyon National Park 19

20 Principles for Supportable Decisions Involving Competing Values 1. Acquire accurate and thorough resource information, but recognize the limits of scientific information. 2. Involve the public at all levels of decision making. 3. Clarify the purposes of the park or protected area to the public and manage to provide for and protect these purposes. 4. Plan proactively and consider how decisions today will affect the area well into the future. 5. Recognize that all parks cannot provide for all opportunities; look at park planning and management in a regional context. 6. Effective use of standardized decision-making processes can lead to a more defensible decision. 7. Sometimes decisions can be delayed in the interest of conservation. 20

21 The Public Message 1. What are the fundamental purposes of the park or protected area: why is it special? 2. What are the appropriate visitor experiences, and what are the important use and non-use values? 3. What management action is necessary to guarantee that these places and experiences are here today and in the future? 21

22 The Public Message 1. What are the fundamental purposes of the park or protected area: why is it special? 2. What are the appropriate visitor experiences, and what are the important use and non-use values? 3. What management action is necessary to guarantee that these places and experiences are here today and in the future? The role of park planners and managers as “arbiters of value:” Make sure all values are included in the discussion. 22

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