Chapter 4
The Rise and Decline of Ecological
Attitudes, 19291940 (continued)
Park Service Leadership and the
Wildlife Biologists
In addition to efforts to make tourism development harmonious with
scenic park landscapes, the Service during the Mather era tended to
measure its success in leaving the parks unimpaired by the degree to
which it restricted physical development. The undeveloped areas (the
vast backcountry of the parks) were considered to be pristine, evidence
that park wilderness had been preserved. For example, in the fall of
1928 Yellowstone superintendent Horace Albright (soon to succeed Mather
as Park Service director) published a Saturday Evening Post
article entitled "The Everlasting Wilderness," in which the absence of
physical development was equated with pristine conditions. Responding to
fears that the Service might "checkerboard" the parks with roads,
Albright noted the relatively small percentage of lands impacted by road
and trail construction in the parks. He argued that Yellowstone's roads
affected just ten percent of the park, leaving the remaining ninety
percent accessible only by traila huge backcountry of "everlasting
wilderness" with flourishing wildlife and excellent fishing streams.
Comparable statistics were given for Yosemite, Grand Canyon, Mount
Rainier, and other parks. All national parks, he wrote, were to be
"preserved forever in their natural state," and the vast majority of
Yellowstone's lands remained as "primeval" as before the area became a
park. [2]
Albright notwithstanding, virtually the entire scientific effort
within the National Park Service during the 1930s contradicted such
thinking. A clear and concise statement of the scientists' perceptions
came in a 1934 memorandum from Ben H. Thompson, one of the Wildlife
Division's biologists, when he wrote to Arno B. Cammerer (who succeeded
Albright as director in 1933) about setting aside supposedly pristine
park areas solely for scientific study. Thompson bluntly declared that
no "first or second class nature sanctuaries are to be found in any of
our national parks under their present condition." He cited factors such
as the parks' limited size; even a park as large as Yellowstone could
not provide "protection and habitat unmodified by civilization" for
carnivores and large ungulates.
Thompson then detailed some of the changes that had occurred. He
declared that cougar, white-tailed deer, wolf, lynx, and perhaps
wolverine and fisher, were most likely "gone from the Yellowstone
fauna." Rocky Mountain National Park's "carnivore situation" was much
the same, except that it had also lost its grizzly population. At Grand
Canyon feral burros had "decimated every available bit of range" in the
canyon, and domestic livestock had taken a "heavy toll from the narrow
strip of South Rim range." Moreover, Grand Canyon's cougars were "almost
extirpated," and bighorn sheep "greatly reduced," while the "entire
ground cover and food supply for ground dwelling birds and small
mammals" had been altered by cattle grazing. Yosemite National Park had
lost its bighorn and grizzly populations, and its cougars were "almost
gone." In Glacier the grizzly were "very scarce," the trumpeter swan and
bison were missing, and game species in general were "seriously depleted
because of inadequate boundaries." Finally, Thompson commented that
there was "no need to repeat the story for the smaller parks." [3]
Thompson's views of park conditions were in striking contrast to
Albright's depiction of the parks as "preserved forever in their natural
state." Albright's ideas arose from essentially romantic perceptions of
the majestic landscapes, equating the parks' undeveloped and unoccupied
lands with unimpaired conditionsa perception almost certainly
shared by Park Service officials and by the public.
But the new cadre of wildlife biologists judged the same landscapes
in ecological terms. Although roads and other development had not
penetrated many areas of the national parks, other activities had, such
as predator control, cattle grazing, and suppression of forest fires. As
Thompson indicated, these interferences had greatly altered natural
conditions, affecting backcountry well away from developed areas.
The wildlife biologists thus became a minority "opposition party"
within the Service, challenging traditional assumptions and
practicesin effect reinterpreting in scientific terms the Organic
Act's mandate to leave the parks unimpaired. Throughout the 1930s they
urged that the Service concern itself not just with scenery and public
enjoyment, but also with careful, research-based management of natural
resources so as to leave the parks in a condition as near to pristine as
possible. Events of the 1930s would reveal the Park Service's response
to this new perception of its mandate.
The continuity between the administrations of Stephen Mather and
Horace Albright has been seen as remarkably strong. [4] Indeed, Mather's constant reliance on
Albright's support and advice resulted in a virtually seamless
transition between the two directorships. Albright too was a promoter,
builder, and developer of the national park system. As Mather's chief
assistant and then as director, he greatly expanded the park system and
managed the parks to ensure public enjoyment.
Albright's directorship was briefJanuary 1929 to August 1933.
Reversing the direction taken by Mather, who left mining to work for the
national parks, Albright resigned from the Service to become an
executive of the United States Potash Company. Throughout the rest of
his long life, however, he kept exceptionally close watch on Park
Service activities, continually passing judgment on the Service's
operations and speaking out with firmly held opinions. As director, he
supported the survey and the Wildlife Divisionyet he no doubt
failed to anticipate the management implications of the wildlife
biologists' new policies. A dedicated proponent of recreational tourism
in the parks, Albright would remain steadfastly loyal to most management
practices of the Mather era, which often would place him at odds with
the wildlife biologists. At times, he proved one of their most vocal
adversaries and critics.
Albright could criticize with authority. He had been one of the
principal founders of the Park Service, Stephen Mather's closest
confidant, superintendent of Yellowstone, and the Service's second
director. After leaving the Park Service and joining U.S. Potash,
Albright relocated from Washington to another hub of power, with an
office in midtown Manhattan, high in the new complex known as
Rockefeller Center. There he maintained close contact with national park
benefactor John D. Rockefeller, Jr.a relationship of enormous
importance to National Park Service interests.
Arno Cammerer, Albright's successor, had been in the Service's
directorate since 1919. Although much less dynamic than Mather and
Albright (and less prominent in the annals of Park Service history),
Cammerer effectively led the bureau during a period of rapid change and
expansion. His tenure as director lasted until 1940, when for reasons of
poor health (probably exacerbated by his protracted difficulties with
Secretary of the Interior Harold L. Ickes) he stepped down to become
regional director in the Richmond, Virginia, office. As Park Service
director during the New Deal era, Cammerer took advantage of many
opportunities, using New Deal money and programs to develop the parks
and move the Service much further along in the direction set by Mather
and Albright. [5]
Establishment of the Service's scientific programs under Albright
and Cammerer marked an important break in continuity from the Mather
era. Yet the programs emerged only in a fortuitous, opportunistic way.
In more than a decade of ever-expanding operations and expenditures, the
Service had not felt it necessary to commit funds for scientific studies
to improve its knowledge of natural resources and provide guidance for
park management. Had George Wright not offered to fund a survey, the
Service might well have waited many more years before initiating its own
science programs. Moreover, wildlife biology is the only major
management program in the history of the National Park Service to have
started as a privately funded endeavor within the Service.
The Service's initial response to Wright's offer reflected the
bureau's traditional approach to natural resource matters. For instance,
Assistant Director Arthur E. Demaray (acting for Mather in September
1928) suggested that the survey be done not by the National Park Service
but under the auspices of the Biological Survey, in keeping with the
Service's established practice of using other government bureaus to do
"special work of this kind," as Demaray phrased it. Demaray initiated
informal talks with the head of the Biological Survey to implement this
proposal. The Park Service directorate was persuaded otherwise, however,
most likely by Wright, who was donating the funds and strongly believed
that the Service itself should assert responsibility.
In favor of the wildlife survey, yet adhering to traditional Service
attitudes, Albright emphasized the benefits that Wright's proposal would
bring to national park educational programs aimed at enhancing public
enjoyment and appreciation of the parksthe Service's chief
concern. [6] In March 1929, two months after
becoming director, he reported to the secretary of the interior on the
Service's need for scientiststhat they should be "attached to the
educational division," which could "gather data for museums, for all
other educational activities, and for the other divisions as needed."
Albright also reported that there were no regularly appropriated funds
for scientific research, yet he did not ask the secretary to provide
such funds. Still, he approved of the scientific survey that Wright was
funding, as did Ansel Hall, head of the Education Division, who saw the
survey as urgently needed for both education and wildlife management.
[7]
The wildlife survey was, in fact, assigned to Ansel Hall's Education
Division, located on the University of California campus in Berkeley,
where Wright had studied zoology and forestry. With the encouragement of
Mather and Albright (themselves University of California alumni), the
university was becoming a center of Park Service activity that included
education, forestry, and landscape architecture, in addition to wildlife
management. Wright's mentor, Joseph Grinnell, head of the university's
Museum of Vertebrate Zoology and a longtime proponent of scientifically
based management of the national parks, was close by. Also, Ben Thompson
and Joseph S. Dixon, the biologists who had joined Wright on the
wildlife survey team, were graduates of the university and former
students of Grinnell. [8]
Particularly interested in Yosemite and other Sierra parks, Grinnell
was an important figure in the promotion of scientific research in the
national parks. In 1924 he and Tracy Storer had elaborated on their
earlier thoughts on national parks in an article entitled "The
Interrelations of Living Things," stating that the more they studied the
parks the more they were aware that "a finely adjusted interrelation
exists, amounting to a mutual interdependence" among species. They
perceived that each species "occupies a niche of its own, where normally
it carries on its existence in perfect harmony on the whole with the
larger scheme of living nature." For wildlife management they urged the
Service to take into account such habitat-related matters as food
supply, shelter from predators, and secure breeding places. Throughout
his career, which ended with his sudden death in 1939, Grinnell
championed an ecological approach to national park management, and he
regularly communicated with the wildlife biologists and Park Service
directorate. [9]
Grinnell's ecological views reflected the evolving concepts of
nature and natural systems that marked a significant scientific
advancement during the period when Wright and his fellow Park Service
biologists were launching their careers. Biologists were gaining an
increased comprehension of the role of habitat in the survival of
species; and an understanding of the importance of the overall
environment in which different species existed melded animal and plant
ecology and led to studies of food chains, predator-prey relationships,
and other interrelationships of animal and plant life. [40] New ecological ideas underlay the growing
academic interest in game management, and largely through Grinnell and
his students new theories began to be applied to natural systems in the
national parks.
Following preparatory work, Wright, Dixon, and Thompson began their
field survey in May 1930. By the following spring they had completed a
report of more than one hundred fifty pages, including brief analyses of
most of the large mammals in the principal natural parks. Formal
publication came in 1933, under the title Fauna of the National Parks
of the United States: A Preliminary Survey of Faunal Relations in
National Parks (referred to as Fauna No. 1, since it was planned as
the first in a series of wildlife studies). A landmark document, Fauna
No. 1 was the Service's first comprehensive statement of natural
resource management policies, and it proposed a truly radical departure
from earlier practices. The biologists proposed to perpetuate existing
natural conditions and, where necessary and feasible, to restore
park fauna to a "pristine state." Achieving this goal would require not
only thorough scientific research but also, the report noted,
"biological engineering, a science which itself is in its infancy." [11]
The wildlife biologists recognized a fundamental conflict in
national park management: that efforts to perpetuate natural conditions
would have to be "forever reconciled" with the presence of large numbers
of people in the parks, a situation in land management that, they
observed, had "never existed before." This conflict had contributed to a
"very wide range of maladjustments" among park fauna. Identified as
additional contributing factors were human manipulation of lands prior
to park establishment and the "failure" to create parks as "independent
biological units" with vital year-round habitats for the larger mammals.
[12] To correct the maladjustments, the
biologists proposed a number of actions. For example, those species
extirpated from certain parks should be restored when feasible. And the
species whose populations had been reduced to the "danger point" should
receive management's special attention. Similarly, where park habitats
had been seriously altered, they should be restored.
In confronting the impacts of public use of the parks, the team
remained loyal to traditional attitudes, stating that public use
"transcends all other considerations." Still, foretelling the concerns
of Park Service scientists in decades to come, they urged that the "most
farsighted administrative policy" was to "minimize the disturbance of
the biota as much as possible." Alternative development solutions should
be sought "even if a larger expenditure of money is thereby involved."
[13]
Of all their proposed solutions, the survey team most frequently
emphasized the need to expand boundaries to include year-round habitats
for protection of wildlife that migrated out of the high-mountain parks
during winter. It was, the biologists noted, "utterly impossible" to
protect animals in an area they occupied only part of the year. With
annual migration patterns having been of no concern in the initial
establishment of park boundaries, the parks were like houses "with two
sides left open," or like a "reservoir with the downhill side wide
open." [14]
Fauna No. 1 recognized that nature had always been in a state of
flux; thus, there "is no one wild-life picture which can be called the
original one." Yet the biologists identified the "period between the
arrival of the first whites and the entrenchment of civilization" in
areas later to become parks as the point of reference for purposes of
wildlife management. They believed that little could be determined
regarding changes that had resulted from earlier, American Indian uses,
adding that "the rate of alteration in the faunal structure has been so
rapid since, and relatively so slow before, the introduction of European
culture that the situation which obtained on the arrival of the settlers
may well be considered as representing the original or primitive
condition that it is desired to maintain." [15]
The report concluded with a series of recommendations entitled
"Suggested National-Park Policy for the Vertebrates," which would, in
fact, soon be declared official policy. Two recommendations were
fundamental: the Service should base its natural resource management on
scientific research, including conducting "complete faunal
investigations . . . in each park at the earliest possible date"; and
each species should be left to "carry on its struggle for existence
unaided" unless threatened with extinction in a park. The remaining
recommendations in effect qualified or elaborated on these two basic
tenets, with specific statements on concerns such as protection of
predators, artificial feeding of threatened ungulates, preservation of
ungulate range, removal of exotic species, and restoration of extirpated
native species. [16]
As an official policy recommendation from within a government bureau,
Fauna No. 1's proposal for perpetuating and even restoring natural
conditions was unprecedented in the history of national parks, and in
all likelihood in the history of American public land management. George
Wright acknowledged the limitations on such a proposal when he told the
1934 superintendents conference that the wildlife biologists realized
the impossibility of keeping "any area in the United States in an
absolutely primeval condition," but added that "there are reasonable
aspects to it and reasonable objectives that [the Service] can strive
for." [17]
Fauna No. 1 stands as the threshold to a new era in Park Service
history. Its conception of "unimpaired" in essentially ecological terms
marked a revolutionary change in the understanding of national parks by
Service professionals. Recommendations for scientific research,
ecological restoration, protection of predators and endangered species,
reduction or eradication of nonnative species, and acquisition of more
ecologically complete wildlife habitats were among the many farsighted
aspects of this report.
Although he would later take serious issue with some of their
proposals, Director Albright lent support to the early work of the
wildlife biologists and indicated a broadening concern for their
programs, beyond educational purposes alone. Although his policy
limiting predator control in the parks (enunciated in the Journal of
Mammalogy in May 1931) reflected pressure from outside the Service,
it almost certainly was also influenced by the wildlife biologists, who
would in Fauna No. 1 strongly recommend ending predator control. Very
likely the biologists themselves drafted detailed commentaries such as
Albright's 1932 "Game Conditions in Western National Parks," an account
of various wildlife problems confronting the Service. In a June 1933
article in Scientific Monthly, entitled "Research in the National
Parks" (again probably drafted by the biologists), Albright stated that
it had been "inevitable" that scientific research would become part of
national park management. Research, he observed, served not only
education in the parks, but was "fundamental" to the protection of their
natural features, as required by national park legislation. [18] Albright thus endorsed science as an
important element in the Service's management of naturea position
he had not previously taken.
In addition, Albright began to provide fiscal support for the
scientists. In July 1931, two years after the wildlife survey had gotten
under way, the Service undertook to assume half the survey costs, with
the other half still funded by George Wright. [19] And two years later, on July 1, 1933, the
director formally established the Wildlife Division, with Wright as
division chief and Dixon and Thompson as staff biologists. At this time
the Service began to pay all costs. Headquartered at the University of
California, the division was made part of the newly created Branch of
Research and Education (successor to the Education Division) and placed
under Harold C. Bryant, another student of Joseph Grinnell's.
With the Wildlife Division, the Service began to develop its own
cadre of scientists who were "park-oriented," as Park Service biologist
Lowell Sumner later recalled. Reflecting on the emergence of biological
research and management in the 1930s, Sumner also observed that Fauna
No. 1 soon became the "working 'bible' for all park biologists." In
March 1934, Director Arno Cammerer endorsed Fauna No. 1's
recommendations as official National Park Service policy. In a
memorandum to the superintendents, Cammerer, who had recently succeeded
Albright, pledged the Service to make "game conservation work a major
activity." He admonished the superintendents that Fauna No. 1's policy
recommendations (quoted verbatim in his directive) were "hereby adopted
and you are directed to place [them] in effect." [20]
Cammerer's directive reiterated a recommendation Albright had made
two years before, that the superintendents appoint rangers to coordinate
wildlife management in each park"preferably," as Albright had put
it, men with "some biological training and native interest in the
subject." (He was, in fact, endorsing a procedure already being used to
select wildlife rangers.) Cammerer instructed the rangers to conduct a
"continual fish and game study program" in each park, and to assist the
wildlife biologists when they were in the field. [21] The biologists also received some support
from the park naturalists, who, although busy with the growing
educational programs, collected plant and animal specimens and provided
other field assistance.
In addition to working with biologists, however, the wildlife
rangers' natural resource management efforts included established
programs such as controlling predator, rodent, and mosquito populations;
assisting the foresters in fighting insects and fires; and working with
fishery experts to stock park waters. [22]
Consistently contradicting Fauna No. 1, these ranger activities
represented traditional management practices that did not, as the
biologists saw it, preserve natural conditions. Allied with the
foresters, the wildlife rangers would quickly find many of their
established practices strongly opposed by the biologists.
The biologists' efforts gained momentum with the advent of President
Franklin D. Roosevelt's New Deal emergency relief programs, which made
money and manpower available to the Park Service. The Service obtained
increased support for park development from several relief programs,
including the Works Progress Administration, Public Works
Administration, and Civilian Conservation Corps (CCC). Of these, the
Civilian Conservation Corps most affected the Wildlife Division and the
national parks themselves. Authorized by the Emergency Conservation Act
of March 1933, the CCC put unemployed young men to work on public land
conservation and reclamation projects. Soon becoming one of the New
Deal's most acclaimed programs, it remained active until World War II.
[23]
Quick to realize the potential of the New Deal programs, Director
Albright aggressively sought CCC money and manpower for developing the
national parks. However, CCC projects such as road and trail
construction, administrative and visitor facility construction, and
water and sewage development resulted in the extensive alteration of
natural resources. Much of the CCC work conflicted with Fauna No. 1's
call for "farsighted" policies to "minimize the disturbance of the
biota." Living in camps of two hundred or more men, the CCC crews
sometimes vandalized areas and harassed park wildlife. [24] In addition to extensive park development
work, the CCC crews undertook many highly manipulative natural resource
projects, such as assisting the wildlife rangers in mosquito control,
firefighting, and removal of fire hazards.
In June 1933 Albright cautioned his superintendents that the CCC
crews must "safeguard rather than destroy" the resources of the national
parks. He suggested that the "evident dangers to wild life" resulting
from CCC work might be kept at a minimum through consultation with the
Wildlife Division. [25] Given such
concerns, and at George Wright's urging, the Park Service used CCC funds
to hire additional wildlife biologists to monitor CCC and other work in
the parks. By 1936 the number of professionally trained wildlife
biologists had grown ninefold, from the original three-man survey team
to twenty-seven biologists. Most were stationed in the parks or in field
offices. [26] Thus, Fauna No. 1 provided
policies and the CCC provided funds for the Park Service to develop its
own more scientifically informed natural resource management.
Still, overall commitment to the wildlife biology programs was
limited. Just as the Park Service had begun its own scientific efforts
only when Wright provided money from his personal fortune, it also took
special New Deal funding (rather than the Service's regular annual
appropriations) to finance most of the wildlife biology programs in the
1930s. Of the twentyseven biology positions, the Park Service's annual
appropriations (which gradually increased during the Depression) paid
for only four; the rest were funded with CCC money. [27] Ironically, then, with most of the Wildlife
Division's money and positions coming from the CCC, the bulk of the
Service's increased scientific effort was tied to park development
programs which resulted in considerable alteration to the very
natural resources that the wildlife biologists sought to preserve.
In 1935, given the growing complexity of the division's work and its
need to coordinate activities with other Park Service operations,
Director Cammerer transferred the Wildlife Division to Washington, D.C.
In its new headquarters and with an expanded staff of biologists located
in key parks, the Wildlife Division reached its apex. Then, in February
1936, the Service's wildlife management programs suffered a severe
setback with George Wright's sudden death in a head-on automobile
accident east of Deming, New Mexico. Although not fully apparent at the
time, the loss of Wright's impressive leadership skills marked the
beginning of the decline of National Park Service science programs.
Through the remainder of the decade the number of wildlife biologists
would decrease, thereby diminishing their influence even before they
were transferred to the Biological Survey in January 1940.
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