Natural Resource Year in Review--2001National Park Service; U.S. Department of the Interior; arrowhead logo
HomeYear at a GlanceForewordIntroductionChapterChapter 1--Meeting the ChallengeChapter 2--Science-Based ManagementChapter 3--National Parks as LaboratoriesChapter 4--Marine and Coastal Resource ProtectionChapter 5--Managing RisksChapter 6--RestorationChapter 7--Collaboration and Public ParticipationChapter 8--Looking Ahead    Search      Archive  
 






Back to Chapter 2:Science-Based Management

Articles

Lynx inventories under way in the Intermountain Region
By Laura Hudson

Inventories yield large benefits for Devils Postpile National Monument
By Linda Mutch

Carl Sandburg Home: Biodiversity in a small park
By Anne Ulinski

New report on air quality in California Class I national parks
By Annie Esperanza and Judy Rocchio

Assessing potential social consequences of deer management in Cuyahoga Valley
By Kevin L. Skerl

“Flightlines”: Developing partnerships for migratory bird conservation in the North Cascades
By Robert C. Kuntz II

USGS science supports NPS in managing park resources
By John Dennis, Sharon Kliwinski, and Lindsay McClelland


Other Developments

USGS science helps protect Congaree Swamp

Effects of snowmobiles on wildlife

Process emerges for park vital signs water quality monitoring

Award-winner profiles - Weber and Finley honored for science-based management efforts

Ungulate management - Tule elk at Point Reyes

Technology in monitoring - Knowing where the falcons go

  Other Developments
MGM2: Economic analysis for park-community planning
What if park managers and local stakeholders could easily understand the dollars-and-cents impact of park visitors on the economy of nearby communities? The NPS Money Generation Model, version 2 (MGM2), developed by Daniel Stynes and Dennis Propst of Michigan State University, estimates the spending of visitors at the national parks and their contributions to gateway economies in sales, income, and jobs. The data help clarify roles that the community, local businesses, and national parks play in regional tourism, community development, and quality of life.

For example, MGM2 tracks spending patterns for different types of visitors—local visitors vs. tourists, campers vs. hotel guests, day visitors vs. overnight guests. Park managers and community partners can then explore economic impacts of alternative management, development, and marketing strategies (such as adding 10 rooms to a park lodge or undertaking a marketing strategy to increase day trips).

The model is available in short form and long form. In 2001, MGM2 provided selected analysis data for 34 parks and more complete economic analysis for 5 other parks. In 2002, analysis assistance will be available for 50 additional parks. Further information is available at www.prr.msu.edu/mgm2/.

This material is from Natural Resource Year in Review--2001, published by the National Park Service, U.S. Department of the Interior, in May 2001 (publication D-2255)
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Last Updated: 7/4/2002