Tongass National Forest

There is some confusion in the difference between watershed analysis and landscape assessments. Much of this confusion has been generated by relating landscape analysis to watersheds in the lower 48 states. Watersheds there are often large and by their size define a logical portion of the ecosystem or landscape. Confusion comes from many different definitions of a watershed analysis. Adding to the potential for confusion relates to work done for timber sale Gate 1 planning, which looks at opportunities and issues associated with the portion of a landscape with the potential for timber sales. Other work, like analyses of carrying capacity, wilderness implementation schedules, etc., also could look at issues or opportunities at a landscape scale. All of these are tools that have been used through time to assess conditions specifically oriented toward helping us generate improved information and identify information needs for management of our various resources.

Efforts have been made in recent times to address the confusion between various resource analyses. Landscape assessment is the term adopted for assessing current conditions on a logical portion of a landscape of the Forest, primarily in support of identifying information needs for future Forest Planning efforts. Forest Plan implementation opportunities often precipitate from these efforts. Watershed analysis is best related to that which is described in Appendix J of the Forest Plan. Appendix J indicates watershed analyses are more specific to management of the water resources of a given watershed, and is a tool available to the Line Officer to address more specific questions of a given watershed.

Just like landscape assessments and watershed analysis are tools available to the Line Officer, other types of assessment tools are appropriate for specific analyses oriented toward the resource information needs and identification of opportunities to aid the Line Officer in best deploying limited resources. No matter what type of assessment or analysis we are conducting, it is desirable to have data generated and stored consistent with our corporate systems. Consistency could also be fostered by maintaining flexible templates for the various types of analyses/assessments, including completed examples, at a common location for the Forest. This will be significantly useful for future Forest Plan efforts as well as for future resource planning efforts. Coordination between different assessment efforts could also precipitate additional Forest Plan implementation opportunities besides those specific resources being assessed.

Assessments are generally driven by potential opportunities and potential issues associated with such opportunities. If these issues are described in terms of the landscape zone and ecological function associated with their location, actual assessment is usually much easier. For example, mapping deer winter range in terms of its forage, cover, connectivity zones will facilitate easier description of how these zones function, and thus easier to assess/describe how a potential development could affect the function of that zone.

Convene a team of resource specialists familiar with the various types of assessment work/needs on the Forest to compare the types of work and explore opportunities to coordinate efforts, generate consistent information and data compatible with Forest corporate databases, etc. The team needs to explore whether or not landscape assessments, watershed analyses, and other assessment type work are duplicative, and how and when each best provide utility for Line Officer needs. The team needs to explore the development of a guide for Line Officers for use of the various types of assessments. The team needs to explore the need for guidance for streamlining assessment work, including focus on identifying information needs and investment opportunities.

• Forest Planner
• Hydrology Group Leader
• Forest Timber Planner
• Forest Transportation Planner

• Identify a prioritized list of recommendations (to streamline and combine processes wherever possible including changes or updates to policy, not being duplicative, informed investment decisions)
• Clarification or update to the Handbooks
• Develop and deliver appropriate training packages