Provides grants to Soil and Water Conservation Districts that focuses on increasing capacity to address four resource concern areas?Soil Erosion, Riparian Zone Management, Water Storage and Treatment, and Excess Nutrients.
This program will acquire and develop approximately 730, acres of new Wildlife Management Area (WMA) lands. New WMA acquisition acre targets by LSOHC Sections will be consistent with the recommendations of The Citizens Advisory Committee report of 2002? Wildlife Management Area Acquisition The Next 50 Years. Additionally, this program will protect 275 acres of native prairie as state Scientific & Natural Areas (SNAs) and perpetual Native Prairie Bank (NPB) easements.
This programmatic partnership between the Minnesota Department of Natural Resources (DNR) and Ducks Unlimited (DU) will accelerate enhancement, restoration, and protection of shallow lakes and wetlands important to waterfowl. This partnership will assess, design, and implement shallow lake and wetland enhancement, restoration, and protection projects to address the most important wetland issues facing waterfowl and other wetland wildlife in Minnesota.
Pheasants Forever (PF) and the U.S. Fish and Wildlife Service (Service) will cooperate to permanently restore and protect approximately 700 acres as Waterfowl Production Areas (WPAs) in western and southern Minnesota. All lands acquired through this grant proposal will be owned and managed by the Service as part of the National Wildlife Refuge System.
The Native Prairie Bank Program will work with willing landowners to enroll 420 acres of native prairie in perpetual conservation easements. Enrollment will focus on Minnesota Prairie Plan identified landscapes and target high quality prairies that provide valuable wildlife habitat.
CMSM will build upon the work that began with its 2015-16 appropriation by (1) Remediation and further development of exhibit areas that promote Arts & Cultural Heritage (ACH) learning (2) Expanding ACH learning opportunities for new audiences at off-site locations; (3) Engaging an outside Evaluation Consultant to help plan/implement strategies that meaningfully assess ACH learning outcomes and impacts; (4) Boosting the Museum’s capacity to serve more school/early learning groups.
