Chapter 3
Perpetuating Tradition: The National
Parks under Stephen T. Mather, 1916-1929 (continued)
Nature Management
The values and perceptions of National Park Service leaders were
reflected in the treatment of nature during Mather's directorship. From
the first, the Service did not see itself as a scientific bureau. Its
leadership assumed that its unique mandate to leave parks unimpaired did
not require special scientific skills and perceptions different from
those used in more explicitly utilitarian land management. Biologists
were not part of the bureau's emerging leadership circles, and had very
little voice in its rank and file. Instead, as Mather claimed in 1917,
scientific assistance from other bureaus could be "had for the asking"
-and the Service borrowed scientists as well as their resource
management strategies. [83] Secretary
Lane's 1918 policy letter stated that the "scientific bureaus... offer
facilities of the highest worth and authority" for addressing national
park problems, and the Service should "utilize [their] hearty
cooperation to the utmost." The 1925 Work Letter reaffirmed this policy.
[84]
In the same year that the Work Letter appeared, Mather, attempting to
prove that the Park Service was avoiding needless duplication of
government functions, listed the federal bureaus on whose expertise the
Service relied. At least six bureaus, representing the departments of
Interior, Agriculture, and Commerce, were named as substantial
contributors to nat-ural resource management in the parks. The bureaus
that the Service, as Mather put it, "calls upon... for help" included
the Geological Survey (conducting topographical surveys and gauging
streams), the Forest Service (preserving trees along roads approaching
parks and protecting "park areas for which no funds are available"), the
Bureau of Biological Survey (managing wild animals, including reducing
predatory species), the Bureau of Animal Industry (vaccinating
Yellowstone's buffalo herds and controlling hoof-and-mouth disease), the
Bureau of Entomology (fighting insect infestations in parks), and the
Bureau of Fisheries (maintaining hatcheries and stocking park lakes and
streams). [85]
It is important to note that while the Park Service was steadily
building up its landscape architecture and engineering capability, it
was content to borrow scientists from other bureaus to manage national
park flora and fauna-a telling reflection of how much greater the
Service's interest was in recreational tourism than in fostering
innovative strategies in nature preservation. With the Park Service
borrowing scientific expertise, its natural resource management programs
under Mather were to a large extent imitative rather than
innovative.
Moreover, natural resource management was an adjunct to tourism
management. The Park Service sought to present to the public an
idealized setting of tranquil pastoral scenes with wild animals grazing
in beautiful forests and meadows bounded by towering mountain peaks and
deep canyons. Mather described the parks as having a kind of primeval
glory, "prolific with game" grazing in "undisturbed majesty and
serenity." Albright shared this idyllic view of the parks, once
commenting on the great public appeal of seeing "large mammals in their
natural habitats of mountain forests or meadows." [86] Such suggestions of peace and tranquility
did not allow for violent disruptions like raging, destructive forest
fires blackening the landscapes, or flesh-eating predators attacking
popular wildlife. To Park Service leadership, the vision of a serene,
verdant landscape seemed to equate to an unimpaired park. Maintaining
such a setting amounted to facade management-preserving the scenic
facade of nature, the principal basis for public enjoyment.
As before the Park Service was established, natural resource
management focused on husbanding certain flora and fauna: forests, fish,
and large grazing mammals, primarily the species that contributed most
to public enjoyment of the parks. Indeed, the Park Service conducted a
kind of ranching and farming operation to maintain the productivity and
presence of favored species. Those species that threatened the favored
plants and animals had to be sacrificed-eradicated, or reduced to a
point where they would not affect populations of the more desired flora
and fauna.
The management of nature in the national parks took into account the
benefits to be reaped outside park boundaries as well. For example, both
Mather and Albright approved predator control programs partly to protect
livestock on lands adjacent to the parks. In the manner of wildlife
refuges being established by the Biological Survey, Mather noted in his
annual report of 1924 that wildlife moving out of the parks to adjacent
lands where they could be hunted provided "one of the important factors
wherein the national parks contribute economically to the surrounding
territory." [87] Thus, tourists would be
drawn into the parks, while hunters would use nearby lands. In this
regard, Horace Albright told the 1924 conference of the American Game
Protective Association that if state governments were cooperative in
game conservation, "there will always be good hunting around several of
the big parks." Later, in an article on the parks as wildlife
sanctuaries, Albright tellingly observed that although animals in the
national parks were referred to as "wildlife," once they left the park
they were called "game." [88]
As wildlife moved in and out of the parks, so did poachers, who
imperiled some large-mammal populations. By the time the Service began
operating, illegal hunting of the parks' wildlife had diminished owing
to aggressive protection efforts, especially in parks controlled by the
army. Nevertheless, poaching remained a serious concern, and rangers
patrolled park boundaries and interior areas, scouting for evidence of
illegal hunting. The most difficult poaching problems occurred in the
recently created Mt. McKinley National Park. Not until 1921, four years
after the park's establishment, did the Service obtain funds to hire a
superintendent and an assistant to protect the huge numbers of wildlife.
Given the vastness of McKinley and its proximity to a railroad and to
mining villages, and with road construction ongoing in the park, the
park's wildlife continued to be subjected to poaching, especially in
remote areas. [89]
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