NETWORKS OF CENTRES OF EXCELLENCE COMPETITION FULL APPLICATION

Host Institution: University of Alberta

Co­Research Director: Dr. Stan Boutin

Co­Research Director: Norma Kassi

cmn­nce.ca July 2018

CANADIAN MOUNTAIN NETWORK — LE RÉSEAU CANADIEN DES MONTAGNES Executive Summary Mountains form 25% of Canada’s landscape. The traditional homelands of many Indigenous Peoples—Inuit, First Nations and Métis—these regions play an increasing role in building Canada’s economy and host unique traditions, ecosystems, and biodiversity along the way. Critical challenges, however, face the well­being of mountain and downstream people and places due to climate change, population growth and resource development that affect ecosystems and ways of life. These changes are challenging rural and remote mountain communities seeking to diversify their economies beyond tourism, transportation, and resource development; Indigenous Peoples and communities are also challenged and working to protect and redevelop their connections to the land, cultural traditions, and ways of life. The Canadian Mountain Network (CMN) is Canada’s first national research organization dedicated to mountains. CMN’s vision: All Canadians benefit from state­of­the­art research, tools, and training that embody multiple ways of knowing so that decision­making and action enhance the sustainability and well­being of our mountain places and peoples. To realize this vision, CMN will promote and enable academic­led, partnership­driven, and Indigenous­led research in the interwoven areas of Cultural Landscapes, Ecosystems, Hazards, Indigenous Governance and Land Management, and Livelihoods. The Network will pursue this research in the context of four critical challenges: 1) decolonization of policy and decision­making in mountain regions; 2) manage the impacts of change affecting mountain ecosystems and ways of life; 3) ensure that Indigenous ways of knowing and doing inform land use decision­making, policy, and practice; and 4) support mountain communities as they diversify their economies.

Over the coming five years, CMN will unify Canadian mountain research, and mobilize partnerships and resources to achieve the following key outcomes:

• Coordinate Canada’s currently scattered mountain research efforts and resources to focus on the pressing priorities of its peoples and communities.

• Transform the way Canadians see and understand mountains, including both lands and waters, by bringing together the perspectives of Indigenous and non­Indigenous academic and non­academic mountain experts. This will ensure CMN’s research is directly applicable to users and supports advancing reconciliation.

• Add value to existing investments in mountain research by collaboratively designing and building core monitoring and research data management infrastructure. This approach is predicated on serving a broad spectrum of Canadian research and will attract international interest, new partnerships, and investment targeted to address 21 st ­century mountain challenges.

• Create innovative training for academics, students, and youth to prepare a new generation of mountain researchers and professionals to bridge cultures, address mountain challenges, and raise awareness of mountain issues and opportunities.

• Implement knowledge mobilization programs that support collaborative research and informed decision­making across diverse sectors.

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CANADIAN MOUNTAIN NETWORK — LE RÉSEAU CANADIEN DES MONTAGNES A. Network Vision Canada is a country of mountains. They watch over a quarter of our land mass and—whether described in terms of plate tectonics, watersheds, ecosystem services, or sacred places—are essential to the environmental, economic, spiritual, socio­cultural identity, and well­being of Canada’s diverse peoples. Consider, for example, that mountains are the water towers of the world, sourcing water for approximately half of humanity, and that in North America alone they collect 2/3 rds of the continental snowpack so essential to streamflow generation. Consider also that many of Canada’s First Nations and Inuit communities live in or near mountains. However, mountain landscapes and communities, and places downstream are facing unprecedented change pressured by: climate change; local, regional, and globally­driven shifts in industrial, economic or recreational activities; and the increased movement of people within and through mountains. These changes are occurring within the broader context of Canada’s efforts to build new governance models that recognize Indigenous ways of knowing and doing in an age of Reconciliation. Canada has considerable expertise in mountain research and has endorsed international agreements that require mountain ecosystem conservation and sustainability. However, Canadian mountain research today is not coordinated or interdisciplinary, and non­academics are rarely involved in its prioritization, design, and implementation. This creates barriers to informed decision­making and action through policies or practices. It is urgent that Canada coordinate its mountain research agenda and programs to improve research outcomes and better enable their effective and comprehensive application and use.

The Canadian Mountain Network (CMN) is a collaborative alliance of researchers, Indigenous and non­Indigenous governments and communities, businesses, and not­for­profit organizations from across Canada. Its vision reflects both the urgency and importance of the challenges to be addressed:

To achieve this vision, the Network will coordinate diverse expertise to discover, share, and apply the new knowledge required to ensure that Canada’s mountain environments and communities remain vibrant and resilient in the face of rapid and uncertain change. It will focus on addressing four key priority challenges identified through more than two years of consultations:

1. Colonial policy continues to impact relationships between Indigenous (hereafter to include First Nations, Inuit, and Métis) and non­Indigenous Peoples and the vibrancy of cultures in Canada’s mountain communities. CMN will explore the socio­cultural, economic, and ecological relationships between mountain people and places that have shaped cultures and communities in order to understand the broader context needed to inform decisions and advance reconciliation.

2. Mountain conditions are changing rapidly due to climate change, population growth, and resource development that affect cultural landscapes, human safety and infrastructure, land management decisions, livelihoods, and ways of life. CMN research will establish Canada as a leader in understanding these changes and their consequences in support of the resilience of mountain communities and economies.

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CANADIAN MOUNTAIN NETWORK — LE RÉSEAU CANADIEN DES MONTAGNES 3. Indigenous ways of knowing and doing are often not reflected in research and decision­making , which is now primarily influenced by scientific models of knowledge generation and non­Indigenous governance practices. Working with Indigenous partners, academics, and decision­makers from across the country, CMN will advance new models and strategies that reflect an Indigenous understanding of, and relationship to, mountain regions.

4. Mountain communities seek diverse and resilient economies. CMN will work with the Mountain Municipalities Consortium (MMC) and Indigenous partner communities on projects aimed at facilitating their long­term sustainability and support their research and related training and knowledge mobilization needs. The leadership of these knowledge end­users and Network members will ensure the development and implementation of locally­relevant and evidence­based policies and best practices.

These challenges have led to three overarching goals:

Addressing the challenges identified by CMN and achieving the Network’s goals depends on meeting the following objectives and supporting strategies during its first five­year cycle.

1. In Network Management: a) Establish the Indigenous Circle of Advisors (ICA), and have Indigenous leaders sit on the Board of Directors and the Research Management Committee (RMC) and advise on research themes; thereby including Indigenous perspectives and ensuring their influence; b) Utilize leading­edge business practices to facilitate effective Network communication and develop strategic plans and policies for internal and external communication, planning, operations, and financial management; c) Collaborate with, learn from, and contribute to global mountain initiatives by leveraging the advice and professional networks of the International Advisory Council (IAC).

2. In the Research Program: a) Accelerate critical research by supporting exceptional, high impact, multidisciplinary projects within and between CMN’s research themes: Cultural Landscapes, Ecosystems, Hazards, Indigenous Governance and Land Management, and Livelihoods; b) Build a strong Indigenous­led research program and support strong partnership­driven research; c) Promote a vibrant mountain research network by collaborating on key projects with relevant national and international organizations, programs, and projects.

3. In Training: a) Equip highly qualified personnel (HQP) with the skills to utilize Indigenous and scientific methodologies and leverage multiple ways of knowing in their careers; b) Provide the support needed to enable the current and the next generation of researchers and professionals to take on socio­economic and environmental challenges and opportunities in mountain regions by providing them with access to training, mentoring, support structures, and networking events.

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CANADIAN MOUNTAIN NETWORK — LE RÉSEAU CANADIEN DES MONTAGNES 4. In Networking and Partnerships: a) Ensure the viability of the Network by building diverse partnerships that support research activities, training, and KTEM; b) Build and maintain strong relationships with knowledge users to ensure that new knowledge informs decision­making; c) Create a stronger international presence for Canadian mountain research by leading, focusing, coordinating, and promoting Canadian initiatives.

5. In KTEM: a) Foster the multi­directional flow of information between all CMN members by encouraging the inclusion of diverse sectors in all stages of research to ensure effective dissemination and uptake; b) Promote the wide availability of CMN outcomes and knowledge through partnerships (i.e., with the Royal Canadian Geographical Society (RCGS)), and by building and maintaining the Canadian Digital Mountain Observatory (CDMO); c) Maximize communications and interactions within the national mountain community through CMN’s mountain portal and Network­led events (e.g., International Mountain Day (IMD), Annual Conference).

Outcomes, Impacts, and Benefits. In its first five years, CMN will mobilize its investments and partnerships to achieve the following key outcomes:

• Coordinate Canada’s currently scattered mountain research efforts and resources to focus on the pressing priorities of its peoples and communities.

• Transform the way Canadians see and understand mountains, including lands and waters, by bringing together the perspectives of Indigenous and non­Indigenous academics and mountain experts. This work ensures CMN’s research is directly applicable to users and advances reconciliation.

• Add value to existing investments in mountain research by collaboratively designing and building monitoring and research data management infrastructure informed by multiple ways of knowing and doing. This approach is predicated on serving a broad spectrum of Canadian research and will attract international interest, new partnerships, and investment targeted to address 21 st ­century mountain­challenges.

• Create innovative training for academics, students, and youth to prepare a new generation of mountain experts able to bridge cultures, address mountain challenges, and raise awareness of mountain issues and opportunities.

• Implement knowledge mobilization programs that support collaborative research and informed decision­making at all levels of government, including Indigenous governments.

Long­term Vision. In its second funding cycle (2024­2028), CMN will build on the research conducted in the first cycle to fill gaps, expand where relevant, and experiment with new strategies. It will grow its national and international research collaborations, refine its training and knowledge mobilization strategies based on lessons learned, and develop state­of­the­art observations capacity and research data management. In its third and final cycle (2029­2033), CMN will sustain its momentum and continue to provide national and international leadership in inclusive mountain research.

B. Management of the Network CMN will be incorporated as a federal not­for­profit and establish the necessary governance structure that will guide overall direction, effectiveness, supervision, and accountability. The Network’s governance and management objectives are focused on three areas. First, diversity, equity, and inclusion: CMN is co­designed and co­governed by Indigenous Peoples; the Network’s governance membership strives for an equitable gender balance. Second, CMN will utilize leading­edge management best practices: this will be accomplished by ensuring yearly training for key executives; that we meet our performance targets for operations, research, and Network HQP, and KTEM programs; that we will exceed sector benchmarks for operational management, partnership development, and Board governance; and that CMN will provide high quality reporting on project and

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CANADIAN MOUNTAIN NETWORK — LE RÉSEAU CANADIEN DES MONTAGNES Network performance. Our final governance and management objective addresses international collaboration: CMN will leverage the professional networks of the Board of Directors and seek input from the IAC to determine CMN’s opportunities to engage and contribute to mountain research globally. Governance Structure. For more than two years, CMN’s management structure (Figure 1) has been informed by the advice of four Initiating Groups (Alberta, British Columbia (BC), Yukon, and the Northwest Territories (NWT)), an Advisory Council , and a provisional RMC (the Steering Group at the Letter of Intent (LOI) stage). Each of these bodies was composed of academic, government, Indigenous, not­for­profit, and corporate members. To ensure continuity and mentorship, CMN will implement staggered terms in the start­up phase of the Network, followed by a standard three­year maximum term with the opportunity for a single renewal for the Board of Directors, RMC, ICA, and IAC.

Figure 1: CMN’s Management and Governance Structure. The Board of Directors will consist of 15 experienced and engaged individuals who represent Canada’s diverse geographic regions, user­sectors (i.e., post­secondary, government, business, non­profit, Indigenous organizations, and community partners), and the international community. Its Chair and at least one­third of the members will be independent of CMN. Five members have already been identified to ensure CMN can launch as early as possible in 2019: Dr. Joe Dragon (Chair; Deputy Minister of Environment and Natural Resources, Government of the Northwest Territories (GNWT); member of Smith’s Landing First Nation; PhD Wildlife Ecology, University of Alberta (UAlberta) ), Dr. Jeannette Armstrong (Representative of the CMN ICA (see below); Canada Research Chair (CRC) in Okanagan Indigenous Philosophy; University of British Columbia ­ Okanagan (UBCO)), Dr. Matthias Ruth (Host Institution representative; Vice President ­ Research, UAlberta); Katherine White (Deputy Minister of Finance, Government of Yukon), and John Geiger (Chief Executive Officer, RCGS). The selection of new members will be based on the competency matrix included in the NCE Best Practices Manual for Governance and Operations, as well as consideration of diversity and equity, geographic balance, and representation of knowledge systems, disciplines, and sectors. As the highest corporate decision­making body, the Board will meet three times per year to ensure that the Network fulfills its NCE obligations. Its work will include developing and implementing a risk management framework and the proposed performance measurement framework (see section G); approving CMN’s strategic plan, budgets, and annual reports; monitoring and advising on Network performance in its management, research, training, partnership development, and KTEM activities; and directing and evaluating the co­Research Directors and RMC Chair.

The Board will oversee the: 1) Executive Committee: responsible for providing direction to staff on urgent matters between board meetings and approving minor contracts; 2) Nominating and Governance Committee: responsible for overseeing, recruiting, removing, and replacing directors and board

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CANADIAN MOUNTAIN NETWORK — LE RÉSEAU CANADIEN DES MONTAGNES members; 3) Finance and Audit Committees: responsible for financial oversight (budgets, reporting, procurement, cost controls, and assessment management) and audit processes and systems (legal compliance, accounting practices, auditor nomination, review of audit reports) respectively. Note that the membership of each committee will be the same, and a majority of the three to six members will be independent; 4) Ethics and Conflict of Interest Committee: responsible for resolving conflicts of interest and implementing a code of ethics and research principles.

CMN will be led by two co­Research Directors who will report directly to the Board: Norma Kassi (Vuntut Gwitchin (People of the Lakes) and a member of the Wolf Clan; co­Founder and Director of Indigenous Collaboration at Arctic Institute of Community­Based Research; former Chief of Vuntut Gwich’in First Nation; former Member of the Yukon Legislative Assembly; former Environmental Manager for the Council of Yukon First Nations), and Dr. Stan Boutin (FRSC; Professor and Alberta Biodiversity Conservation Chair, UAlberta; Science Co­Director, Alberta Biodiversity Monitoring Institute (ABMI); former Natural Sciences and Engineering Research Council (NSERC) Industrial Research Chair in Integrated Landscape Management; former Science co­Lead of the Sustainable Forest Management NCE). Dr. Boutin replaces Dr. David Hik who made important contributions to the development of the Network but has moved to Simon Fraser University. The co­Research Directors will share responsibility for the Network’s strategic planning (research, training and knowledge mobilization), high­level budgeting, partnerships, and annual reporting. Ms. Kassi will be based at the CMN node in Whitehorse and will advocate for the inclusion of Indigenous perspectives and knowledge systems in the Network, while Dr. Boutin will be based at the CMN node in Edmonton (UAlberta) and will be responsible for the Administrative Centre and financial reporting as the proposal’s applicant.

The Indigenous Circle of Advisors is a five­member group that will provide an Indigenous voice to shape strategic planning and adjudicate Indigenous­led research projects (see Excellence of the Research Program section) to ensure credible and durable partnerships with Indigenous communities. Current members include Jeannette Armstrong , Leon Andrew ( Shúhtagot’įnę Elder ), Adam Gaudry (Métis; Associate Professor and Associate Dean Graduate Studies in the UAlberta Faculty of Native Studies), and Mary Jane Johnson (Kluane First Nation Heritage Manager and Elder). Members will also support each of the Research Themes (one per theme) but they will not have the administrative duties of Theme Leads to reduce their workloads. The ICA will suggest nominees for the Board and other Network committees, as well as help develop CMN’s Research Data Management (RDM) protocols to ensure their adherence to, and respect for, Indigenous Knowledge principles. To facilitate communications between Network structures, the co­Research Directors will participate as non­voting, ex­officio members of the ICA, Jeannette Armstrong will sit on the Board of Directors, one member will sit on the RMC (see below), and one member will serve on the RDM Support Team (see below).

The 15­seat Research Management Committee builds on the provisional RMC that adjudicated the Network’s Preparatory Call for Proposals (short biographies for current members available here ). It will report to the Network’s Board, which will approve its project and funding recommendations. Chaired by an independent member, other voting members will include five individuals from the provisional RMC, a member of the ICA, a member of the MMC (see KTEM section), and seven subject matter experts from diverse sectors, disciplines, and geographies, including at least three Indigenous Knowledge holders. At least five members will be independent of CMN. Equity, diversity, and inclusion considerations will be taken into account in recruitment. The co­Research Directors, Executive Directors (see below), and Theme leads will sit as non­voting members. The RMC will meet at least three times per year and will inform and implement CMN’s strategic plan through developing and adjudicating Calls for Proposals, project monitoring, and the fostering of research linkages. Finally, in alignment with the increasingly common practice in the NCE program, a half­time Associate Research Director will be recruited. This individual will report to Dr. Boutin and provide coordination support to the RMC, including managing

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CANADIAN MOUNTAIN NETWORK — LE RÉSEAU CANADIEN DES MONTAGNES Calls for Proposals and Adjudications. They will also lead CMN’s Research Data Management and Mountain Observations Working Groups.

The International Advisory Council consists of five world­class mountain research leaders who will meet annually to advise the RMC on the CMN research program, benchmark against international standards, and facilitate research collaborations with international mountain research organizations and networks. Initial members include respected global leaders in mountain research from North America, Asia, and Europe: Dr. Xu Jianchu (Mountain Futures/Chinese Academy of Sciences), Dr. Julia Klein (Mountain Sentinels Collaborative Network), Dr. Marc Foggin (University of Central Asia), Dr. Martin Price (University of Highlands and Islands), and Dr. Carolina Adler (Mountain Research Initiative).

The Administrative Centre (AC) includes staff at CMN’s Canmore headquarters and Edmonton and Whitehorse nodes who will support the Network’s programs and activities. The co­Research Directors will be assisted by two Executive Directors (EDs): Operations and Partnerships, who will report to Dr. Boutin. In addition to the EDs, the co­Research Directors will be supported informally by one­third of the time of a proposed Mountain Research Chair at Yukon College (to be co­funded by the College and Government of Yukon). They will have expertise in and advise on best practices for Indigenous Knowledge management policies and practices in the academic context, as well as provide leadership for the Indigenous Scholars Network.

The ED: Operations ( Christy Urban ) will be based at the Edmonton node and manage the Network’s finances/detailed budgeting, human resources, and communications (internal and external), as well as act as Secretary for its governing bodies. Ms. Urban has managed CMN’s support team and budget for the past two years and has 20 years combined experience in business management (corporate and not­for­profit sector) and entrepreneurship. The ED: Operations will supervise three positions. A full­time Director of Programs and Communication (based in Canmore) will develop and manage a strategic communications plan, coordinate all of CMN’s communications, training and education programs, and manage its knowledge mobilization activities. They is assisted by the full­time Indigenous Training and Education Coordinator (based in Whitehorse and hosted, co­funded, and managed by Yukon College). The Coordinator will work to ensure that HQP programs are inclusive and encourage broad Indigenous participation and success, as well as provide administrative support to the ICA. CMN’s part­time Financial Officer (based in Edmonton) will oversee CMN’s financial systems. They will administer grants and contracts (in cooperation with the UAlberta Research Services Office), process non­NCE funds through an external bank account, prepare financial reports, and track expense claims. A full­time Administrative Assistant (based in Edmonton) will take on all duties related to scheduling, committee correspondence, processing expense claims, support for events and meetings, and other assignments as required. The ED: Partnerships will be based at the CMN headquarters in Canmore and funded by the University of Calgary. The ED: Partnerships will work across sectors (academia, government, Indigenous organizations, industry) and focus on building the Network’s reach, resources, and strategic impact through close collaboration with the co­Research Directors, the ED: Operations, and CMN committee members (RMC, ICA, IAC). The ED: Partnerships will supervise two positions: the half­time Indigenous Outreach and Engagement Advisor (based in Whitehorse) and the part­time Mountain Municipalities Consortium Coordinator (based in Canmore and funded by the members). The ED: Partnerships will also be the lead Network contact for part­time Regional Liaisons hosted, funded, and managed by partner organizations (e.g., Government of Yukon, Government of the Northwest Territories). CMN’s five Support Teams will be guided by the EDs and Associate Research Director, with assistance from other AC staff. They will be populated by researchers and user­sector representatives and are responsible for translating guidance from the Board and the RMC into the practical outputs to deliver results. Their work includes: academic and non­academic capacity building (Training and Education Support Team); CMN’s information platforms and policies (RDM Support Team); facilitating

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CANADIAN MOUNTAIN NETWORK — LE RÉSEAU CANADIEN DES MONTAGNES the practical application of mountain research (KTEM Support team); municipal leadership in mountain research, training, and knowledge mobilization (MMC); and developing new field station capacity, new instrumentation, enhanced citizen­science, and working to include Indigenous Guardians and cultural monitoring programs (Mountain Observations Support Team). Chosen Team Leaders will reflect equity, diversity, and inclusion priorities including gender, cultural, and career diversity.

Fostering Diversity and Equity within CMN. The Network recognizes the value of diversity and the inclusion of multiple perspectives in its structures and activities. Currently, of 165 individuals in the Network’s management and research teams, women represent 36%, while 18% are Indigenous. Equity is more than equal treatment and acknowledges that different individuals and groups have specific requirements to feel welcome, inspired, and engaged in the same way as others. CMN, therefore, offers a flexible model of engagement and inclusion throughout its activities, supported by diversity and equity targets (see Performance Management Framework section). These emphasize increasing the representation of Indigenous Peoples (particularly women and youth) in the Network’s organizational structure, programming, and research. CMN’s recruitment policy, for example, breaks down barriers by providing key Network documents and communication materials in English and French. CMN will also provide diversity training and establish, communicate, and monitor the effectiveness of policies on ethical behaviour including harassment, privacy, conflict of interest, and cultural sensitivity.

Involving the User Sector in the Network. CMN’s user community informed all aspects of the Network’s development since consultations began in January 2016. They have driven the identification of CMN’s challenges and research themes, governance and management structures (in which they will now participate throughout), awareness of diversity and inclusion needs and opportunities, and what principles and mechanisms can help us increase their research uptake (e.g., the MMC, IMD, the Annual Conference, mentoring, and inclusion of multiple ways of knowing).

Coordinating and Monitoring Network Progress. The Network’s progress will be coordinated and monitored using its Mountain Portal, project management software (which also supports communications and scheduling), and a dedicated messaging and video conference platform. Led by the ED: Operations, these tools will be used to manage Network and project milestones, track progress, and inform bi­annual internal reports. This allows the Network’s management to make decisions and take appropriate actions. CMN­funded projects will outline clear research, HQP, and KTEM milestones and progress. Reports will be reviewed by all Theme Leads, the Associate Research Director, and the co­Research Directors. If performance is considered unsatisfactory, they could: 1) suggest linkage to another successful project or adding other investigators; 2) recommend to the RMC that funds be frozen until acceptable progress has been demonstrated; or 3) recommend that further funding be terminated. The RMC will review recommendations and decisions would be forwarded to the Board for approval.

Network Dissemination. The Director of Programs and Communication will disseminate Network knowledge, successes, and activities to the academic community, other partners, and the general public. Details can be found in section F (Knowledge and Technology Exchange and Mobilization). C. Excellence of the Research Program Investments in Canadian mountain research have led to the development of exceptional academic expertise in specialized areas, but the knowledge produced has been scattered and siloed. Other than Canada’s endorsement of United Nations agreements relevant to the sustainable development and conservation of mountain regions, there is no formal commitment to mountain research at the national level. Furthermore, there is no mechanism by which mountain researchers and Indigenous and non­Indigenous partners can focus on transforming research and knowledge into efficient, multifaceted, and meaningful action. There is a tremendous need to change this; a need driven by the economic,

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CANADIAN MOUNTAIN NETWORK — LE RÉSEAU CANADIEN DES MONTAGNES social, health, and spiritual well­being of mountain peoples, visitors, and communities, and one that must be reflected in policy, decision­making, and action at all levels.

The Current State of Mountain Research in Canada . Mountain ranges in Canada cover over 1.5 million km 2 , seven times the area of the European Alps. People living in, near, and distant from mountains depend on them for livelihoods and a wide range of critical ecosystem services that include water, energy, forestry, mining, the maintenance of biodiversity, recreation opportunities, traditional medicines, and spiritual connection. Mountains are also homelands for many Indigenous Peoples and places where traditional activities have occurred for generations. They are living landscapes where the complex and long­standing relations between people and places are based on responsibility, reciprocity, and seven sacred teachings: courage, honesty, humility, love, respect, truth, and wisdom.

Mountain research is lacking a more balanced approach to incorporating diverse knowledge systems, particularly Indigenous Knowledge and the place­based knowledge of local experts. These voices can contribute a more holistic and culturally­relevant view of mountains, and also assist in the uptake of research outcomes 1­3 . Current international scholarship on sustainable and Indigenous economic development in mountain regions is beginning to focus on collaborative and multidisciplinary approaches that support partnership­based and community­led research projects 4 . Additionally, a focus on mountain­based livelihoods and the role of sustainable approaches to economic development and tourism in a changing ecosystem is enhanced by Indigenous Knowledges 5­7 . These holistic approaches to research can support community resilience in the face of a changing climate, where Indigenous research methods are particularly successful in supporting productive knowledge exchange between scientific and Indigenous researchers 8 .

Canada’s extensive mountain ranges are experiencing rapid and disruptive change. Recent estimates, for example, suggest that over 70% of the ice in mountain glaciers, the source of many of Canada’s great prairie, Pacific, and northern rivers, will disappear this century 9 . However, our capacity to comprehensively observe, study, forecast, and ultimately adapt to sudden and diverse environmental, socio­economic, and cultural change remains limited. There is insufficient baseline monitoring information and research capacity in almost every region, and the knowledge required to respond to these changes is largely lacking or difficult to access. Given growing evidence that rates of climate warming will increase with elevation 10 , it is urgent that this is addressed, especially as mountain ecosystems are expected to experience longer snow­free periods, warmer summer temperatures, and shifts in the distribution of species (e.g., rising treeline), with unknown consequences 11 .

Human use of mountains is changing too, with ever­increasing numbers of people and goods travelling to and through mountains in Canada. For example, over the past decade traffic volume on the Trans­Canada highway through Rogers Pass, BC has grown by 30% 12 , and the number of visitors to Banff National Park increased 23% in the last decade to over 4,000,000 people in 2017 13 . Mountains have long been recognized as hazardous environments, requiring special consideration to manage the associated social, economic, and environmental risks. However, new threats as a result of rapid, climate change­induced events are unprecedented, meaning much more research is needed, as is developing Canada’s currently limited capacity to monitor, assess, and mitigate mountain hazards.

Mountain regions are recognized as providing distinct bundles of ecosystem services to society, including provisioning, regulating, and cultural services 14 . They do so across spatial extents that span the nation and the globe. Mountains define spatial patterns in the use and provisioning of ecosystem services far beyond mountain landscapes and into the valleys, lowlands, and coasts to which mountains are meteorologically, hydrologically, biologically, and culturally connected 15,16 . Ecosystem services approaches attempt to describe and value these benefits and quantify, in a spatially explicit and economically­relevant way, the benefits that mountains provide to society 17,18 . Elements of this work resonate with Indigenous worldviews, including the recognition of the co­dependency of human and environmental well­being, while other elements are less congruous, including the notion of ecosystems

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CANADIAN MOUNTAIN NETWORK — LE RÉSEAU CANADIEN DES MONTAGNES servicing society, and the possibility of payment for ecosystem services 19 . Critically evaluating ecosystem service approaches hand­in­hand with the evaluation and development of alternative socio­ecological valuations 20 is, therefore, a cross­theme Network priority that touches all four Network Challenges.

Role of the Partners & Research Community in the Research Program. Two years of consultations have resulted in a focused research agenda and partners who are committed to transforming research into meaningful actions. To date, CMN’s partners come from five provincial and territorial governments, three Government of Canada departments, two regional or national Indigenous organizations, seven First Nations, one Inuit community, 40 universities and colleges, 17 mountain municipalities, and numerous businesses, nonprofits and foundations. (see Networking and Partnerships Section). Through meetings, workshops, presentations, papers, Network committees, and consultations, they drove the identification and approval of mountain research needs and have actively participated in establishing CMN’s research program direction. They will continue in these roles through their participation in CMN’s management structure, by contributing to the development of Calls for Proposals, and participating in research projects. Incremental Value of the Network. Investment in research infrastructure, programs, and people to address critical social, economic, and environmental issues is lacking for most of Canada’s mountain regions. Current observational networks in mountain regions are limited and provide further reason to incorporate place­based local and Indigenous Knowledge to understand change. Many separate initiatives study pieces of the mountain landscape, however, they are not linked in any interdisciplinary fashion and few are connected with Indigenous or mountain communities. Investments in CMN will offer incremental value by coordinating projects and their resources in support of priorities and opportunities. Within the academic sector, CMN will add value to research investments such as the Canada First Research Excellence Fund consortia Global Water Futures (GWF), the University of Calgary (UofC) mountain research stations in Alberta and Yukon, the SFU Centre for Natural Hazards Research, the University of Victoria (UVictoria) Mountain Legacy Project, and the proposed ResNet Strategic Partnership based at McGill. In addition, several NSERC, Social Sciences and Humanities Research Council (SSHRC), and provincially ­ funded Chairs in BC, Alberta, Yukon, and Québec are members of CMN. See the Networking and Partnerships section for additional detail on critical linkages with other sectors (e.g., governments, Indigenous communities, businesses, not­for­profits). New collaborations fostered by CMN will immediately add significant value to these investments in mountain research, and maximize the impact of future research by building effective, respectful, and long­term partnerships. Within the first five years of NCE funding, CMN will become the partner of choice for addressing complex social, environmental, and economic challenges in Canada’s mountain regions because of its proven ability to embrace multiple ways of knowing through robust interdisciplinary research and cross­sectoral partnerships. Building and Enhancing Relationships and Leadership in Canada and Abroad. Canada is conspicuously absent from international initiatives focused on mountain­related research, including the UN Mountain Partnership, the Mountain Research Initiative, the Mountain Sentinels Collaborative Network, the Group on Earth Observations Initiative – Global Network for Observations and Information in Mountain Environments, and the Global Mountain Biodiversity Assessment (GMBA) (see Letter of Support (LOS) attached or on CMN’s website for each of these). This is despite the fact that Canada has endorsed multiple international agreements that require mountain ecosystem conservation and sustainability 21­23 . CMN will grow its existing international relationships with these and other international initiatives, organizations, and networks to establish Canada’s excellence in mountain research on the world stage by a) formally connecting to public data portals (e.g., National Ecological Observatory Network (NEON), GMBA, Global Network for Observation and Information in Mountain Environments); b) using the knowledge and networks of the IAC members; c) seeking membership in the UN’s Mountain Partnership (CMN would be the first Canadian national organization to do so); and d)

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CANADIAN MOUNTAIN NETWORK — LE RÉSEAU CANADIEN DES MONTAGNES supporting and leveraging international projects and initiatives through the Network’s Calls for Proposals, including partnered calls.

Building on Diverse Knowledge: Three Modes of Research. CMN has two strategies to incorporate multiple ways of knowing and doing into its research. The first is to value and emphasize multiple ways of knowing, and the expectation that this will guide CMN research projects, teams, and training of diverse HQP. In addition to being included in all aspects of CMN’s activities, this approach will inform the development and adjudication of Calls for Proposals, as was the case for the Network’s Preparatory Call for Proposals. CMN’s second strategy consists of supporting projects that utilize alternative modes of research that were identified in conjunction with Network partners (Figure 2).

Figure 2: CMN’s Modes of Research

Mode 1 research projects consist of academic and institution­based researcher­led projects that may be supported by partners. Mode 2 research projects expect partners outside of universities to initiate projects that are co­designed and jointly implemented; and Mode 3 research projects will enable

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CANADIAN MOUNTAIN NETWORK — LE RÉSEAU CANADIEN DES MONTAGNES Indigenous partners to design and implement projects, thus increasing local capacity and respect for Indigenous and local knowledge and research methodologies, as well as uptake of locally­relevant solutions. In the first Preparatory Call for Proposals, CMN worked to allocate funds equally between modes. As the Network evolves, the Network envisages that all projects will eventually be co­designed between end­users and researchers.

Selecting Themes and Projects . The Network’s LOI Steering Group approved five research themes that emerged as a result of consultations and reflect Canada’s current research strengths and user needs. Following CMN’s successful LOI, the Network developed a Preparatory Call for Proposals open to groups involved in the LOI development and the broader research community. The call yielded 42 proposals among the three modes of research seeking CMN funding of $16.9M over three years. To encourage and accommodate the necessary engagement of Indigenous communities, proposals ranged from early­stage investigations to well­developed plans complete with full partner engagement and other funding sources or contributions. All proposed work had to be distinct from currently funded studies.

An Adjudication Committee composed of members from the provisional RMC and CMN’s co­Research Directors reviewed the proposals. The co­Research Directors assigned five Committee members to each proposal. Reviewers were asked to rank the proposals within each mode based on evaluation criteria developed from the Preparatory Call guidelines. To avoid conflicts of interest, Adjudication Committee members did not review or discuss proposals in which they were involved, and all reviewers signed confidentiality agreements. This process resulted in 13 projects (commitments of $1.8M/year for three years) being selected to provide broad coverage of CMN themes and priorities. Principal Investigators of selected projects were notified of provisional project approvals subject to CMN receiving funding and final approval by the CMN RMC and Board. Given the tight timelines required for the Preparatory Call, a key consideration in this process was to leave sufficient budgetary space for a second Call in 2019 (to be launched immediately after notification from the NCE program) to fill current gaps in the research themes and support projects that needed more time to confirm partnerships.

The Research Themes. The CMN research program is divided into five multi­disciplinary and inter­related themes. In Cultural Landscapes , Indigenous and non­Indigenous researchers will use Indigenous ways of knowing and doing to understand the relationship between people and mountains. This is necessary context for determining how people interpret, understand, and react to unprecedented changes affecting Ecosystems and risks due to Hazards currently taking place in mountain regions. This, in turn, will form the basis for more informed decisions regarding Indigenous Governance and Land Use and affecting the Livelihoods of people living in and benefiting from mountain resources. Projects selected through the Preparatory Call for Proposals are outlined in the following section along with those the Network is interested in pursuing in future Calls that facilitate equity, diversity, and inclusion, and address specific social, economic and environmental issues in alignment with the Network’s Vision. Please note that short biographies for theme and project leaders are available through the links.

Theme 1: Cultural Landscapes . (Lead: Ashlee Cunsolo (Labrador Institute of Memorial University), ICA member TBD ). This Theme examines how socio­cultural, economic, and ecological relationships between people and mountain places continue to shape Indigenous and non­Indigenous cultures, histories, and communities in Canada. It connects with Challenges 1, 2, and 3 in CMN’s vision, and emphasizes Indigenous­led (Mode 3) research that is locally­appropriate, culturally­relevant, and makes a difference in the lives of Indigenous Peoples in and around mountain regions.

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CANADIAN MOUNTAIN NETWORK — LE RÉSEAU CANADIEN DES MONTAGNES

Theme Context and Link to Vision: Mountain cultural landscapes across Canada are homelands to distinct and diverse Indigenous nations who rely on the land to maintain lifeways. These landscapes are continually shaped through traditional land management practices that have developed in response to changing climatic and environmental circumstances. Mountains, or Grandfathers, are central to oral stories, systems of knowledge, cultural continuity, livelihoods, spiritual practices and connections, and health and well­being. They are living landscapes where the

relationships between humans and more­than­human beings are complex and ongoing, infused with respect, responsibility, and reciprocity. These ongoing relationships with mountain ecosystems are readable on the topography itself through place names and archaeological sites, and through cultural practices like oral storytelling, ceremonial practices, rituals, and healing approaches. The importance of Indigenous communities’ connection to, or developing reconnection with, the living land, mountains, and waters is immeasurable, as they influence Indigenous individuals’ and communities’ social welfare and well­being 24 .

With the migration of European settlers into mountain landscapes across Canada, these traditional Indigenous homelands were abruptly disrupted and changed. Indigenous Peoples were forcibly relocated and displaced, forced into reserves and marginalized in their own territories. Furthermore, the overwriting of traditional place names with European ones, and the dismissal of Indigenous governance structures, legal systems, and kinship networks, further alienated Indigenous Peoples from the mountain regions that had sustained them and their cultures for thousands of years. Settler land uses and governance structures significantly changed the land itself, resulting in lasting impacts to Indigenous subsistence practices and locales, sacred sites, and community locations across the country. Despite these challenges, Indigenous societies are resilient and maintain deep and enduring cultural practices and relationships within their homelands, with neighbouring nations, and with non­Indigenous communities that now share these cultural landscapes.

This Theme will develop strategies to bring together Indigenous and scientific knowledge and methodologies to enable collaborators to address the complex questions related to mountain ecosystems, human and ecosystems resilience and well­being, and human actions, land management and governance policies. To do so, research will employ methods that consider both colonial histories and Indigenous territory and sovereignty within frameworks of reconciliation, of resurging cultural practices, and of renewing relationships.

Theme Research Team: Cunsolo brings over a decade of experience working in Northern and mountain regions in Inuit Nunangat—the Inuit homeland—and the North more broadly on community­led, participatory, environment, and health research programs. Focusing on the ways in which people, place, culture, and well­being intersect, Cunsolo’s work ties in themes of mental and emotional health; cultural continuity and land­led lifeways; ecological grief and mourning; and place­based methodologies. Cunsolo is joined by a strong team of Elders from four Indigenous communities and staff from Renewable Resource Councils, the NWT and Yukon Governments, Parks Canada, and Yukon College.

Project Titles, Researchers, and Descriptions

1.1 The Shútagot’ıne Cultural Landscape Project (Mode 2). Glen MacKay (GNWT), Leon Andrew (Tulita Dene Band), Colin Laroque (University of Saskatchewan (USask)), Jackson McDermott (GNWT), Julie Buysse (GNWT), Jurjen van der Sluijs (GNWT), Naomi Smethurst (GNWT). 1.2 Nıo Nę P'ęnę ­ Trails of the Mountain Caribou : Renewing Indigenous Relationships in Conservation (Mode 3). Leon Andrew (Sahtú Renewable Resources Board), Gordon Yakeleya (Tulı t'a Ɂehdzo Got'ınę ­ Renewable Resources Council), Rhea McDonald (Norman Wells Ɂehdzo Got'ınę ­ Renewable

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CANADIAN MOUNTAIN NETWORK — LE RÉSEAU CANADIEN DES MONTAGNES Resources Council), Norman Sterriah (Ross River Lands Department/Dena Council), Norman Barichello (Ross River Dena Council), Micheline Manseau (Trent University), Deborah Simmons (Sahtú Renewable Resources Board/University of Toronto). 1.3 Bringing research home: Reclaiming research to tell the story of climate change in the Kluane First Nation Traditional Territory (Mode 3). Kate Ballegooyen (Kluane First Nation), Sonia Wesche (University of Ottawa), Arctic Institute of Community­Based Research, Arctic Institute of North America, Carmen Wong (Parks Canada), Brian Horton (Yukon College).

1.4 Mobilizing Mountain Metrics that Matter: Inuit­Led Environment and Health Monitoring in the Mealy Mountains National Park Reserve (Mode 3). Inez Shiwak and Jack Shiwak (Rigolet Inuit Community Government), Ashlee Cunsolo (Labrador Institute); Sherilee Harper (UAlberta); Daniel Gillis (University of Guelph); Charlie Flowers (‘My Word’ Lab); Jamie Snook (Torngat Wildlife, Plants, and Fisheries Secretariat); and Michele Wood (Nunatsiavut Government).

These projects focus on the diverse ways in which mountain cultural landscapes are shaped, maintain and promote culture, give rise to complex systems of knowledge, contribute to understandings of human­ecosystems relationships, support resilience, guide social and individual well­being, and contribute to traditional lifeways. They build on collaborations between Indigenous and conventional science experts, combining Indigenous and conventional science methodologies, to develop unique methods to examine ways to reconcile traditional land management practices and settler­based public governance structures.

In Project 1.1, archaeologists and cultural specialists from the Prince of Wales Northern Heritage Centre in Yellowknife will partner with elders and academics to explore the deep history of the Shúhtagot’ine Cultural Landscape in the Mackenzie Mountains. Using Shúhtagot’ine place names, which link past hunting techniques with landforms, the team will locate and document archaeological game drives and traps. This ensures these sites are better protected from future development activities and allows the project team to submit their names for official government recognition—rectifying the colonial maps that have overwritten them. Project 1.2 focuses on the health and well­being of caribou as a proxy for maintaining the health and well­being of the broader mountain cultural landscape, including the humans and other beings that give it meaning. Indigenous community participants will guide all phases of the research cycle, including design, implementation, analysis, knowledge dissemination, and knowledge mobilization. The work will form the basis of an Indigenous Protected Area and links directly to Theme 4. Project 1.3 will strengthen connections between Kluane First Nations (KFN) and multiple Yukon­based research organizations to develop a KFN­driven research agenda and protocol. It will move the development and usage of tools forward to understand and share knowledge and it will facilitate knowledge mobilization in a way that empowers KFN to more directly influence research and knowledge gathering in their Traditional Territory. Project 1.4 will build on over ten years of climate­health research expertise, led by the Rigolet Inuit Community Government, and leverages a team of Inuit (Shiwak, Flowers, Snook, Wood, Shiwak) and settler researchers (Cunsolo, Harper, Gillis) who have been working together for a decade. This research is community­led, participatory, and premised on mixed­methods, to better understand the climate­health nexus for the Mealy Mountains National Park. Theme Significant Outcomes and Impacts: 1) Transform our understanding of mountains in sustaining Indigenous ways of knowing and being and the diversity of connections that Indigenous residents have with mountain environments. 2) Develop a mutually beneficial process that will empower First Nations to have greater control over research in Traditional Territory. 3) Engage First Nations citizens to provide knowledge and guide the expression of their values in a protocol for research in First Nations Traditional Territory ( Social, Health benefits ). 4) Support the land­based learning of Indigenous youth to

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CANADIAN MOUNTAIN NETWORK — LE RÉSEAU CANADIEN DES MONTAGNES aid in social well­being and cultural engagement. This theme will also contribute to reframing policies and processes that underpin conventional approaches to land­use planning and environmental governance, and illustrates the ways in which Indigenous Knowledge systems, Indigenous sciences, and Indigenous lifeways are foundational to supporting healthy mountain ecosystems and peoples. This theme will provide timely and accessible research that can redress cultural and scientific inequity, protect important and sacred spaces and places, reclaim original place names, visually map change over time in mountain regions, monitor key drivers of change, and illustrate the ways in which Indigenous­led research, science, and monitoring can decrease risks, increase available knowledge, and enhance community resilience and wellness. Theme 2: Ecosystems: (Leads: Murray Humphries (McGill), Suzanne Tank (UAlberta), ICA member TBD ). This theme examines the role of mountains in providing the essential provisioning and regulating ecosystem services that support Canadian communities and economies.

Theme Context and Link to Vision: “Thinking like a mountain” 25 was how Aldo Leopold — arguably the founder of conservation biology and wildlife management — suggested society could move beyond managing nature for solely human use towards better understanding the connectedness and co­dependency of humans and nature. ”Listening to the mountains” 26 is emphasized in the knowledge systems of many Indigenous Peoples: “We listen to our gut; we listen to our memories; and we listen to what the old mountains and the wily coyotes wish to share with us.” 27 Rather than continuing to focus

on short, immediate spatial and temporal scales that are too frequently involved in human priorities and decisions, thinking like or listening to mountains requires us to consider the long­term and the large­scale, and to recognize the significance of slow variables, ecosystem connectivity, and distant impacts.

The Ecosystems theme will investigate the importance of, risks to, and trade­offs among the many ecosystem services offered by mountains 15 , including the effects of a changing climate and human activities on these services. Network studies will focus especially on mountains as water towers and cradles of biodiversity, and on the suite of provisioning, regulating, and cultural services that mountain ecosystems offer. Mountains are often referred to as water towers because their high elevation, steep rocky slopes, and often abundant precipitation in winter and summer can make them important sources of water to downstream watersheds 28 . Western North America is experiencing increases in air temperatures and variations in precipitation, although streamflow in many mountains is relatively resilient at small scales but declining at larger scales 29­33 . Glaciers are also declining at an unprecedented rate globally, but declines are especially rapid in the northern hemisphere, in Europe and western North America in particular 34 . Rapidly shrinking Rocky Mountain glaciers have been expected to reduce the contribution of glacial melt to stream and river flows 31,35­37 . Anticipated impacts of climate change on water supply and associated ecosystem services in mountainous terrain are highly complex. However, unprecedented warming is already changing the amount and quality of water that mountain landscapes provide to downstream communities, affecting ecosystem function, human health and livelihoods (Themes 1,5), and hazard frequency (Theme 3) 38 .

The energy of moving water is a provisioning ecosystem service that can be used to generate hydro­electricity, and natural water storage is the regulating ecosystem service that contributes to and controls downstream flows and water supply 39 . Much of Canada captures mountain waters in reservoirs for hydroelectric generation, providing 60% of our country’s power supply 40 . In western Canada, reservoir storage of mountain waters also supports downstream agricultural irrigation, stable municipal drinking water quality and supplies, and a host of cultural ecosystem services. In 2016, ~90% of Canada's irrigated agriculture (605,000 ha) was in BC, Alberta, and Saskatchewan and required 1.85 million m 3 of water, with a 20% increase in area and 15% increase in water use since 2014 41 . However, the combined effects of climate change and human alteration of mountain water flows are resulting in

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CANADIAN MOUNTAIN NETWORK — LE RÉSEAU CANADIEN DES MONTAGNES the significant disruption of a host of supporting, provisioning, regulating, and cultural (Theme 1) ecosystem services. Due to the exceptional importance of mountains as source­water regions in Canada, it is critical that Canadians understand the contributory and cumulative effects of climate change, watershed management, and human water use on water quality and quantity, and on the host of ecosystem services that are provided or sustained by our mountain waters.

A decline in species diversity from the tropics to the poles is a large­scale global biodiversity pattern 42 . Everywhere they exist, continental mountain ranges disrupt this pattern by acting as biodiversity hotspots that support far more species than lowlands at the same latitude 43 . Mountain systems are cradles of biodiversity for many reasons, including the range of habitat and climate conditions they offer, the consistency with which they offer large areas of relatively undisturbed contiguous habitat, and their capacity to act as habitat reservoirs for species impacted by shifting ecological boundaries caused by a changing climate and disturbance 44 . Beyond supporting more species, mountains also support many unique species that now face significant challenges, including such iconic Canadian species as mountain caribou, mountain sheep and goats, and grizzly bears.

Changing climate and encroaching human disturbance, including what are considered protective measures like forest fire suppression, are shifting species densities and distributions, with significant consequences to ecosystems and human livelihoods and well­being. For example, the reintroduction of wolves to Yellowstone has had direct effects on populations of ungulate and other carnivores, resulting in the unanticipated recovery of riparian plant communities, and improvements in water quality, aquatic plant, invertebrate, and fish communities. However, wolf reintroduction also has resulted in substantive livestock losses outside of the park 45 . More immediate to CMN, will the reintroduction of bison in the southern Rockies have similar or different impacts than in southwestern Yukon, or northern BC, or the NWT? And what will be the future of grizzly bears in Canada, both south and north of 60 o latitude? Rural residential development is one of the fastest growing land­uses in North America's mountain areas, and increased human traffic in montane corridors and conservation areas leads to increased potential for human­wildlife conflict and human­caused mortality of wildlife. In BC alone, conservation officers receive ~30,000 calls annually to address human­wildlife conflict involving cougar, black bear, or grizzly bear, resulting in the destruction of nearly 1,000 animals per year 46 . Conserving top predators under such pressures is but one of many challenges in sustaining fully functioning mountain ecosystems, which are relied upon by Indigenous Peoples, Canadians, and the world.

The research pursued by the Network under this Theme will significantly enhance Canada’s understanding of the ecosystem dynamics and risks that it will face in mountain regions, with an intention to inform decision­making and sustain the ecological, cultural, social, and economic values provided by mountain ecosystems. CMN has important linkages to GWF and ResNet, an emerging Canadian strategic network focused on monitoring, modelling, and managing Canada's ecosystem services, led by Elena Bennett (McGill University). Theme Research Team: This Theme is led by Murray Humphries and Suzanne Tank . Dr. Humphries (McGill Chair in Northern Research; Director, McGill Centre for Indigenous Peoples’ Nutrition and Environment; Axis Leader, Québec Centre for Biodiversity Science) has extensive experience in biodiversity science, ecosystem ecology, and community­based traditional food systems research in Québec, northern, and western Canada. Dr. Tank (CAIP Chair in Aquatic Ecosystem Health) studies the effects of global change on aquatic ecosystem function, and interactions among climate change, permafrost, carbon cycling, and nutrient dynamics, from the Arctic to the Pacific coast. The Theme involves five project teams consisting of 21 researchers from seven universities, and three cross­listed project teams with Indigenous representation from NWT, Yukon, and Alberta (links to Projects 1.1, 1.2, 4.3, 4.4). The work benefits from partnerships with government agencies (e.g., Parks Canada, and Provincial and Territorial Environment Departments), and Canada’s top research groups and

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CANADIAN MOUNTAIN NETWORK — LE RÉSEAU CANADIEN DES MONTAGNES international collaborators in water, ice, permafrost, the Arctic, sustainable landscapes, biodiversity, and ecosystem services. Project Titles, Researchers, and Descriptions

2.1 From the Mountains to Our Tables: Freshwater Security in Three Canadian Eastern Rocky Mountain Watersheds (Mode 1). Rolf Vinebrooke , Martin Sharp , Alison Criscitiello , Suzanne Tank , Vincent St Louis , Colin Cooke , Maya Bhatia , Mark Poesch , Monireh Faramarzi (UAlberta).

2.2 Southern Rockies Watershed Project ­ Wildfire Effects on Rocky Mountain Water Towers, From Source to Tap (Mode 2). Uldis Silins (UAlberta), Monica Emelko (University of Waterloo).

2.3 The Water Tower Initiative (Mode1). William Quinton (Wilfrid Laurier University), Sean Carey (McMaster U), John Pomeroy (USask), Miguel Sioui (Wilfrid Laurier University)

2.4 Long­term monitoring of harvested mountain ungulates to improve their conservation and sustainable use (Mode 1). Marco Festa­Bianchet (Université de Sherbrooke (USherbrooke)), Fanie Pelletier (USherbrooke), David Coltman (UAlberta).

2.5 Resolving the connectivity­conflict dynamic for wildlife in the Canadian Rockies (Mode 2). Adam Ford (UBC), Clayton Lamb (UAlberta).

Four projects under other themes (1.1, 1.2, 4.3, 4.4) are also cross­listed here because they relate directly to biodiversity and cultural ecosystem services.

Projects 2.1, 2.2, and 2.3 will examine the direct and indirect effects of climate change on supplies and quality of water deriving from glacial, alpine and montane ecosystems, and downstream effects on ecosystem health and services. This involves assessing the sensitivity and resiliency of these systems to climate change, including the investigation of: mechanisms of runoff generation in alpine and montane ecosystems; extent of glacial recession in the Canadian Rocky Mountains in the 21st century; fluxes, fates and effects of historic atmospherically deposited contaminants in glaciers being released into mountain and downstream food webs; sensitivities of microbial, benthic and fish communities to changing water temperatures and nutrient/sediment loading from glacial meltwater and watershed disturbance from forest fire; and effects of anticipated increases in frequency and intensity of forest fires on hydrology and water quality, with implications for downstream drinking water treatment. Results of these studies will be used to improve modelling of cold regions hydrology 47 and the effects of changes in water supply on ecosystem function, water­use sectors and water­food­economic security.

These CMN studies will take place in the mountains of Alberta, BC, Yukon, and NWT. They will leverage the UofC’s Barrier Lake, Kluane Lake, and RB Miller Field Stations, GWF’s intensively instrumented hydrological observatory in each of those regions, and complement and build on long­term studies of impacts of fire and forestry on hydrology and water quality in Alberta's Crowsnest Pass (Southern Rockies Watershed Project). They also will complement and closely link with Alberta Environment and Parks' enhanced monitoring and science programs in the Oldman, Bow, North Saskatchewan, and Athabasca river watersheds (see LOS) by identifying drivers of change in water quality and quantity in headwater regions. Most critically, these studies have been designed so the information they provide will be broadly applicable in mountain regions beyond where they are pursued, and inform watershed and water use management extending into lowland regions far downstream of mountain headwaters.

Projects 2.4, 2.5, 4.3, and 4.4 focus on biodiversity conservation and management in Canada’s mountains. With partners, a bio­surveillance network will be developed to track significant changes and trends in species abundance and distribution, via population survey and community­based monitoring approaches. Projects focus on mountain sheep and goats, introduced bison, and habitat connectivity­human wildlife conflict. These species were selected because they are important to

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CANADIAN MOUNTAIN NETWORK — LE RÉSEAU CANADIEN DES MONTAGNES Indigenous Peoples, ecological integrity, tourism, and society as a whole. They also present some of the next decade's greatest conservation challenges in Canada, because their persistence is intimately linked to the conservation of mountain habitats, but they also continue to be harvested by both subsistence and recreational hunters. These projects will yield critically needed biodiversity information, assess the sustainability of population introductions and current harvest regimes, identify possible inter­jurisdictional issues and co­management opportunities, and test hypotheses about the impacts of access, hunting pressure, and habitat changes on population viability.

Projects 1.1 and 1.2 from Theme 1 speak to the socio­ecological relationships among people and wildlife, including how they contribute to defining cultural landscapes. Here, within Theme 2, CMN focuses on what these projects reveal about the contribution of biodiversity to provisioning and cultural ecosystem services and the relevance of ecosystem services to Indigenous understandings of cultural landscapes.

Theme Significant Outcomes and Impacts: 1) The improvement of physical and process­based eco­hydrological and watershed models to assess risks and opportunities for various water use sectors with changing mountain hydrology regimes. 2) The assessment of the impacts of wildfire on mountain waters and biodiversity. 3) The identification of mitigative solutions for human­wildlife conflict, including facultative connectivity approaches that hinder the movement of wildlife towards conflict zones and enhance movement in non­settled areas. 4) Integrated, continental­scale understanding of the importance of mountains as water towers to the watersheds and hydrological regimes of the continent. 5) Inventory, monitoring and cumulative effects assessment of biodiversity conservation in mountain regions. 6) Inventory, mapping, and trade­off assessment of mountain ecosystem service supply and demand in Canada, focusing initially on water and biodiversity, and the spatial processes connecting uplands to surrounding landscapes and cultural ecosystem services in an Indigenous context.

Theme 3: Hazards: (Leads: John J. Clague (SFU), Gwenn Flowers (SFU), ICA Member TBD ). This theme will examine the hazards and risks that exist in mountain systems in order to make mountain communities and transportation networks safe. The theme addresses Challenge 2, 3, and 4.

Theme Context and Link to Vision: Mountains have long been recognized as hazardous environments, requiring special consideration to manage their social, economic, environmental, and cultural risks. Avalanches, landslides, debris flows, floods, earthquake, and volcanic activity are instrumental, either through their primary effects or indirectly, in triggering slope failures, floods, and other catastrophic events. Today, new threats are emerging in Canada’s mountains as a result of rapid, climate change­induced events. Addressing this research area is, therefore, urgent and

essential as is developing Canada’s currently limited capacity to monitor, assess, and mitigate mountain hazards. For Indigenous Peoples, mountain hazards are well referenced in oral tradition and put both cultural landscapes (Theme 1) and livelihoods (Theme 5) at risk, affecting people’s ability to pursue traditional practices safely 48­,52 . For First Nation communities, culturally­appropriate disaster response protocols and hazard mitigation plans should build local resilience and demand that local and Indigenous Knowledge is applied 53 . Recent and continuing reductions in alpine snowpacks, shrinking glaciers, permafrost degradation, resultant slope instabilities, and related changes in surface processes have no historical precedence. This limits the value of historical event inventories; and thus, demands new and innovative approaches to forecast the impacts of climate change in mountains, as well as downstream from mountains. Climate warming, expected to be greater at higher elevations, may mean that mid­latitude mountain ranges will lose their glaciers altogether within human lifetimes and transform glacial landscapes into periglacial landscapes. This would result in numerous new water bodies and profound changes in mountain ecosystems (Theme 2). Glacier retreat also creates instabilities through the loss of support that glacier ice provides to marginally stable, steep slopes 54 . This, combined with high­elevation rainfall

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CANADIAN MOUNTAIN NETWORK — LE RÉSEAU CANADIEN DES MONTAGNES increases, due to both an enhanced hydrological cycle (warmer, more humid air masses bringing increased moisture) and more precipitation falling as rain rather than snow 55 , anticipates that there will be an increase in landslides and debris flows 56,57 . Meltwater stored in glacier­dammed lakes may also be released in sudden catastrophic outburst floods that cause damage far from their sources 58 . Rockslides will impact existing and new lakes, triggering other large floods 59 . Heavy rain­on­snow events can trigger slush­flows or flash floods in narrow alpine valleys. Canadian mountain communities and transportation corridors are particularly vulnerable to these hazards because they are remote and have limited local capacity to plan for and respond to disasters. Even in Canada’s most connected mountain communities, Canmore and Banff, flash floods and debris flows caused by the heavy rainfall in June 2013, closed the Trans­Canada corridor for several days. Likewise, snow avalanches and debris flows stop both highway and railway traffic several times per year along major transportation corridors in mountain regions across Canada. These events isolate towns, separate families, disrupt traffic, and restrict the flow of supplies and the movement of goods and services, energy and resources across Canada. They can even cause the failure of key infrastructure such as dams and ports outside of mountain regions.

From the perspective of an Indigenous worldview, hazards are more than their physical manifestation. Mountain landscapes also contain specific places where people might encounter other­than­human beings, often in the form of spirits of giant animals embodied in specific geographical features comprising a sentient landscape. These spirits can take malevolent action against people who do not carefully adhere to a set of strict rules governing their engagement with these places 60,61 , and failure to do so might generate hazardous conditions (e.g., catastrophic weather, landslides, wildfires) as the sentient landscape seeks revenge for inappropriate behaviour 62 . Always carefully indexed in oral tradition and place names, these locations form a key component of the Indigenous pantheon of potential mountain hazards.

Quantitative, future­oriented, and scenario­based system approaches that are grounded in local and Indigenous Knowledge must be used to forecast and anticipate changes. Focused monitoring using advanced space­borne, airborne, and terrestrial technologies is required and must be coupled with regular re­assessment of general conditions on the ground in order to anticipate evolving hazard situations. CMN can play a dual role in facilitating risk management strategies: 1) improving understanding of the hazards Canadians face through targeted science and an information sharing hub that will link partners and user communities concerned with hazards and risk and 2) Incorporating the knowledge and understanding Indigenous Peoples have of hazards into research (Challenge 3). Their long history of survival in vulnerable environments and their oral history speaks to avoidance of locations associated with natural hazards 63 . This knowledge and the ability to assess risk are cultural mechanisms that foster disaster resilience and play a critical role in building the ability to survive and persist within a variable environment.

Mountain hazards pose challenges to Indigenous mountain cultures (Theme 1), ecosystem services (Theme 2), livelihoods (Theme 5), and community planning. They have clear social, economic, and cultural implications, including severe damage to ecosystems, buildings and essential infrastructure, and ultimately the health, safety, and well­being of people living in mountain regions (link to Challenge 2). There are governmental and community organizations and infrastructure in place to help manage risks to Canadian mountain communities, and people in these areas are adapted to and resilient to mountain hazards. However, future changes in climate and the hydrological cycle are likely to test their capacity to cope. For example, although resilience is inherent in Indigenous communities the nature of disaster response impacts this resilience. An example of this includes evacuations which have led to re­traumatization of residential school survivors; compounded by a lack of country foods and evacuation protocols that don’t keep families together 53 . Indigenous Knowledge plays a critical role in building the disaster resilience of Indigenous Peoples 64 and must inform planning and action.

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CANADIAN MOUNTAIN NETWORK — LE RÉSEAU CANADIEN DES MONTAGNES Theme Research Team: This Theme will be coordinated by the Centre for Natural Hazard Research, a well­established centre of hazard and risk research based at Simon Fraser University (SFU). The Centre for Natural Hazard Research will capitalize on existing collaborations with researchers at Natural Resources Canada (NRCan), UBC, UofC, Avalanche Canada, Environment and Climate Change Canada, and Parks Canada, and a strong partnership between researchers at Université de Montréal (UMontréal)) and the Kluane First Nation. Project Titles, Researchers, and Descriptions

3.1 The Mountain Risk Knowledge Exchange ­ Building Risk Management Capacity and Resilience in Mountain Communities (Mode 1). Glyn Williams­Jones (Simon Fraser U), Pascal Haegeli (SFU), Uwe Glässer (SFU)

3.2 Mineral Dust Dynamics and Climate Change at High Latitude Mountainous Regions (Mode 1). James King (UMontréal), Daniel Fortier (UMontréal), Thora Hermann (UMontréal), Patrick Hayes (UMontréal), Daniel Nadeau (ULaval), Norman O’Neill (USherbrooke), Julie Talbot (UMontréal)

3.3 Canadian Mountain hazards: defining a research agenda based on western and Indigenous Knowledge and approaches (Mode 2) . John Clague (SFU), Gwenn Flowers (SFU), Tom Andrews (Spruceroot Group Heritage Consulting), ICA, CMN Theme 1, 3, and 5 leads.

Project 3.1 will bring together existing physical science perspectives with Indigenous and non­Indigenous local knowledge of mountain hazards as well as citizen­science monitoring initiatives. The Network will develop tools for sustainable, community­driven observations and communication of mountain hazards including an interactive Mountain Risk Knowledge Exchange as a publicly accessible, central data hub for mountain hazard information. This platform will also provide practical guidance to communities in recognizing mountain hazards, as well as information that can be used to determine when assistance from natural hazard professionals is advised and best practices for hazard communication and fostering risk awareness. The Knowledge Exchange platform and community engagement will initially be focused on mountain communities in B.C., but ultimately will be extended to all of Canada’s mountain regions (Alberta, Labrador, Québec, Yukon, NWT, and Nunavut). Collaborations with colleagues at UBC ( Scott McDougall ), UofC ( Jan Dettmer , Hersh Gilbert , David Eaton ), the Yukon Government ( Jeff Bond , Michael Schmidt ), and NRCan ( Peter Bobrowsky , David Huntley , Andrée Blais­Stevens ) will broaden the research scope and connect these efforts with the CCArray, a trans­disciplinary, instrumented seismic (earthquake) and meteorological array to be established in the Canadian Cordillera in collaboration with the United States (US) Earthscope USArray and Plate Boundary Observatory Projects. This has a direct tie to Montane Critical Zone Observatory research and monitoring.

Project 3.2 will investigate the radiative impacts and ecological influences of mineral dust from mountainous regions. In addition, it will increase our current capacity to model the changes in landscape and mineral dust emissions under future climate change scenarios. The field campaigns will be conducted at the southern limit of historical dust­deposited soils at Łhù’ààn Mân (Kluane Lake), Yukon. Partnerships with Indigenous community groups will facilitate the ranking of objectives and timing of milestones, and the partnerships with Parks Canada and the Yukon Government will facilitate the integration of the proposed methodology with currently ongoing research on lake ecosystem functions.

Project 3.3 will convene a workshop to bring together diverse perspectives on mountain hazards including subject matter experts, Indigenous Knowledge holders, and decision­makers within industry and multiple levels of government to collaboratively identify research needed to support hazard mitigation and response. The outcomes of this workshop will inform future CMN research including Calls for Proposals.

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CANADIAN MOUNTAIN NETWORK — LE RÉSEAU CANADIEN DES MONTAGNES Additional studies that will be initiated in future Calls include: the detailed geophysical monitoring of mass movement (ice­ and rockfall) at Columbia Icefield in collaboration with Parks Canada ( Jan Dettmer , UofC); the use of cutting­edge interferometric synthetic­aperture radar tools to monitor unstable mountain slopes ( Bernhard Rabus , SFU, and Giacomo Falorni , TRE Altamira Inc.); lidar­based glacier­change detection and attribution ( Brian Menounos and Joe Shea , University of Northern BC; Valentina Radic , UBC; Laura Thomson , Queen’s University); and geophysical investigation of glacier outburst floods ( Gwenn Flowers , SFU; Christian Schoof , UBC).

Theme Significant Outcomes and Impact: 1) CMN will lead the development of a community­based approach that harnesses local knowledge to build risk management capacity in mountain communities. This will include the development of digital hazard assessment maps (e.g., landslide, flood, etc.), hazard data access points for use in the regulated national building code revisions, as well as by utilities, transportation industry, communities, and the public. 2) A knowledge exchange platform that addresses the needs of mountain communities. 3) Practical guidance to communities for recognizing mountain hazards, including information on when assistance from natural hazard professionals is advised. 4) Best practices on risk communication and fostering risk awareness.

Theme 4: Indigenous Governance and Land Management: (Theme Leads: Courtney Mason (Thompson Rivers University), William Snow (Stoney Nakoda Tribal Administration), ICA Member (TBD) . This theme examines Indigenous Protected Areas, multi­jurisdictional partnerships, and the development of policies that connect diverse communities and economies across Canada’s mountain regions. It addresses all four identified challenge areas.

Theme Context and Link to Vision: Natural resource development, climate change, and rural depopulation are affecting many communities in isolated rural mountain regions. For Indigenous communities who live in rural, mountainous, and often remote, communities throughout the country, some of these issues are magnified, leading to difficult decisions about the sustainability of their ways of life. For well over a century, Indigenous communities globally have engaged in forms of development in and around parks as a strategy to meet diverse objectives, including ecosystem

protection. Diverse researchers, community partners, the Indigenous Leadership Initiative (ILI), and other Indigenous and non­Indigenous CMN partners will collaborate on research focused on the management of traditional lands in the mountain regions of Canada. This research will also draw on global examples to understand best practices around management as well as Indigenous legal frameworks and land rights. A critical concentration of this theme will be on the impacts of the displacement of diverse Indigenous communities from parks and protected areas and the multiple contemporary contributions that an Indigenous presence can have in mountain regions. A focus will be on how Indigenous communities and leaders consider parks and protected areas within decisions about the development of their traditional lands in mountain environments. This is particularly relevant with the federal government’s current target to increase the overall number of protected areas nationally as well as the number of protected areas that are managed by Indigenous Peoples.

Significant tracts of lands in mountain regions are managed by Indigenous Peoples under customary tenure arrangements, land claims, and inherent rights. These lands include ecologically significant mountain regions and sensitive ecosystems. However, Indigenous communities’ efforts to conserve biological and cultural diversity have historically been under­recognized and under­valued in protected areas management in mountain regions 65 . This directly links to some of the content covered in Theme 1. As a result, there is great potential for community­based governance approaches that can be applied in Indigenous Protected Areas. Only a small portion of Canada’s protected areas (under 77 different types of protected regions nationwide) are currently operating under a shared governance model where Indigenous and Crown governments partner to make joint decisions 66 . Most examples come from Northern Canada, where modern land claims agreements apply, and BC, where land claims are still in

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CANADIAN MOUNTAIN NETWORK — LE RÉSEAU CANADIEN DES MONTAGNES process. Currently, as Indigenous Peoples throughout Canada and internationally consider the development of parks as tools for economic growth, self­empowerment and the preservation of their cultural practices, it is imperative to assess the history of these experiences and why they matter today.

Theme Research Team: This Theme is co­led by Courtney Mason (CRC in Rural Livelihoods and Sustainable Communities) and William Snow (Stoney Nakoda Tribal Administration) who have extensive experience working with the histories of Indigenous Peoples in parks and protected areas, current co­management practices and legal frameworks. The Theme involves four project teams with a total of 20 researchers from three Canadian universities, two international university partners, and four Indigenous communities. The research team includes 11 women and eight men. While there are two Indigenous­led projects, all teams have Indigenous researchers.

Projects Titles, Researchers, and Descriptions

4.1 Indigenous Land Rights in Canada and New Zealand: Sustainable Protected Areas in Rural and Mountain Environments (Mode 2) . Courtney Mason (Thompson Rivers University), William Snow (Stoney Nakoda Tribal Administration), Lois Philipp (Deh Gáh Elementary & Secondary School)

4.2 The View from 2117: Human Actions, Consequences, and Perspectives on Mountain Regions (Mode 2) . Pamela Shaw , Geraldine Manson , Sylvie Lafreniere , Lindsay McCunn (Vancouver Island University (VIU)), Maureen Reed (USask)

4.3 Enhancing the reintroduction of Plains Bison through the inclusion of cultural monitoring and traditional knowledge in Banff National Park (Mode 2). William Snow (Stoney Nakoda Tribal Administration), Gilbert Francis , Lenny Wesley (Bearspaw First Nation), Henry Holloway , Charles Powderface (Chiniki First Nation), Charlie Rabbit , Hank Snow (Wesley First Nation).

4.4 Łingít Kusteeyí (Tlingit Way of Life): Revitalizing Tlingit Law for Land and Wildlife (Mode 3). Anna Schmidt (Taku River Tlingit First Nation (TRTFN), Aimee Schmidt (Takhu Atlen Conservancy), Shawna Smith (TRTFN), K’èdukà Jack (TRTFN).

This Theme will foster a research process that is collaborative in orientation and that holds Indigenous perspectives at its core. This will highlight inequitable power relationships and help to ensure that community interests are recognized and access to sensitive material is appropriately guarded. While these initial projects have a focus in Indigenous governance and legal frameworks in parks and protected areas, in future Calls for Proposals it is expected that this will be expanded to include broader land designations and uses. This will be particularly important when considering evolving applications of Section 35 of the Constitution Act (1982) which provides constitutional protection to Aboriginal treaty and land rights.

Project 4.1 will unravel some of the complexities of past and current Indigenous participation in park management to assess how they are linked to contemporary conceptions of park development, land­use, and Indigenous rights in mountainous and rural regions. Findings will produce comprehensive understandings of how Indigenous experiences of being displaced and denied access to parklands inform contemporary decisions on the viabilities of tourism and parks as productive strategies. This aspect also relates to the livelihood and economic diversification strategies covered in Theme 5. Results will identify best practices to help rural Indigenous Peoples in Canada to develop their lands in ways that minimize risks to local ecosystems, increase economic opportunities, while supporting cultural continuities. This research will influence policy decisions concerning the development of Indigenous lands and resources, which will have national and global relevance as well as significance at grassroots community levels. The research team would also examine Indigenous experiences in parks and protected areas on a global scale by learning from the Māori experiences in New Zealand. Much of the policy derived in both Canada and New Zealand around the state’s relationships with Indigenous Peoples stems from the shared British colonial influences. However, New Zealand

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CANADIAN MOUNTAIN NETWORK — LE RÉSEAU CANADIEN DES MONTAGNES governments have new approaches that have produced direct positive impacts on Māori education and well­being 67 . Bringing this insight to Canadian communities and contexts is imperative to provide understandings of how the cultural values of Indigenous Peoples can be recognized through consultation, co­management, and the return of parklands to local peoples.

Project 4.2 examines prominent drivers of change affecting the Mount Arrowsmith Biosphere Region, a mountain cultural landscape significant to three neighbouring Indigenous groups, the K’omoks First Nation, the Qualicum First Nation, and the Snaw Naw First Nation. These Indigenous nations, in partnership with other affected communities (City of Parksville and Town of Qualicum Beach), local industry representatives, and an international group of social science academics from VIU, UVictoria, and USask, and the Instituto Federal de Educação, Ciência e Tecnologia Fluminense will map out impacts of human interaction with mountain cultural landscapes and using social science methodologies document how changes over time have affected them. Based on their findings the project will develop better practices for managing mountain cultural landscapes over the coming century.

Project 4.3 will develop Nakoda wildlife management protocol to be applied explicitly to Plains Bison in Banff National Park. Bison are a species of significant conservation concern in Canada and is a species of great cultural and spiritual interest to the Stoney Nakoda Nation. The proposed project will provide an understanding of Bison habitat, behaviour, and practices from an Indigenous Knowledge perspective. This information will be linked to policymakers dealing with Bison management in Banff National Park.

Project 4.4 The main objective of this project is to engage constructively with Tlingit law to assist in the revitalization of these laws as they apply to human relations with the natural world. The TRTFN Wildlife Protocol and Policy is an important step in decolonizing wildlife management and to ensuring that wildlife can once again exist in abundance within the TRTFN Traditional Territory. TRTFN believes that wildlife management needs to be strongly grounded in Tlingit laws and values and that these need to be consistent and well­articulated for outside parties to understand. This project will create a TRTFN Wildlife Protocol and Policy that will revive Tlingit law and management systems. The wildlife protocol and policy is intended to guide the TRTFN internally by articulating what TRTFN’s expectations are of its citizens regarding how they interact with wildlife. In addition, the policy is also intended to guide TRTFN externally as it engages with Provincial and Federal wildlife management agencies.

Theme Significant Outcomes and Impacts: 1) Creation of new models and strategies for Indigenous communities to lead land use planning around management and co­management of protected spaces. 2) Informing revised legal frameworks and conservation policies that will impact the design of future parks and protected areas, including Indigenous Protected Areas. 3) Building bridges and strengthening stakeholder relations by disseminating knowledge of Indigenous experiences of displacement and cultural loss facilitated by the formation of parks and protected areas in Canada’s mountain regions and around the globe. 4) Developing governance structures that are conceptually grounded in Indigenous traditional practices, perspectives, and law.

Theme 5: Livelihoods : (Leads: Maik Kecinski (UAlberta), Adam Gaudry (ICA, UAlberta), Pamela Shaw (VIU), ICA member (TBD) . This theme examines sustainable development, economic diversification, tourism, and the increased resilience of mountain communities in a changing climate. It also focuses on people and the interdependencies between them and their environments, with emphasis on economic, social, political, and cultural characteristics. The theme addresses all four challenge areas.

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CANADIAN MOUNTAIN NETWORK — LE RÉSEAU CANADIEN DES MONTAGNES Theme Context and Link to Vision: Researchers and policymakers have pointed to the particular vulnerabilities of mountain communities to climate and environmental risks, which has the potential of adversely affecting the livelihoods of millions of people 68 . Indigenous Peoples are experiencing climate change’s impacts on their livelihoods with particular acuteness given their economies’ reliance on land­based activities, from subsistence activities to large­scale tourist ventures 69 . Many mountain communities are at a crossroads, with climate change impacts and policy responses threatening

existing natural resource­based livelihoods and many communities looking to forms of economic development that are environmentally sustainable, financially viable, and support mountain­based employment. CMN’s projects under this theme will explore the resilience of Indigenous and non­Indigenous communities in utilizing their mountain landscapes for economic vitality and in support of land­based ways of life that thrive in the context of healthy mountain ecosystems. Using multidisciplinary approaches, these projects work to address challenges associated with adaptation and mitigation strategies of mountain communities. The research findings will provide the basis for evidence­based public policy measures that are necessary to help Indigenous Peoples, policymakers, businesses, and not­for­profits meet these challenges. Research outcomes will also support the revitalization of Indigenous land­based livelihoods and the strengthening of relationships between Indigenous communities and their mountain territories.

This theme’s initial focus is on the risks posed by climate and environmental changes for Canada’s tourism industry and policy responses necessary to ensure the viability of this important livelihood in the future. Tourism is a vital economic sector for mountain regions of Canada that offers the potential for a diversified and sustainable, mountain­based economy. For example, Indigenous tourism—motivated by this changing environmental reality—had grown into a $2.7B business in 2015 70 . Likewise, the Canadian ski industry is the seventh largest in the world. The economic value of ski area operations and visitor spending in BC alone exceeded $1.4B in 2012­13, with associated employment of nearly 19,000 jobs 71 . The ski industry of Québec generates similar numbers of skier visits and nearly $1B in direct economic benefits and over 12,000 jobs 72 . However, record warm and snow deficient winters have challenged ski tourism across Canada, with average ski season length declining in most North American regional ski markets in the 2010s for the first time in 30 years 73 . As climate change accelerates in the decades ahead, the impacts on ski tourism will be far­reaching, such as shorter and more variable ski seasons, a contraction in the number of operating ski areas, and attendant implications for ski tourism employment and for vacation property real­estate values 74 . This analysis also connects with Theme 4 as many ski resorts operate within parks and protected areas or overlap with Indigenous territories. Managing these stakeholder relations can be complex.

While initial project proposals have resulted in a research cluster focused on ski tourism studies, moving forward this theme will expand to consider a wider spectrum of activities including Indigenous­led (Mode 3) and partnership­based (Mode 2) livelihood projects. In future Calls for Proposals, there will also be an emphasis on linking Indigenous­led projects from the four other themes to mountain­based livelihoods. Indigenous community economic development strategies often focus on sustainable renewable resource practices consistent with traditional ways of life. CMN is confident that targeting Indigenous­led projects that prioritize research on diverse mountain­based livelihoods, economies, and economic ventures will result in new research directions. These projects will fill a current gap for CMN and develop world­leading, stakeholder­informed methods, and technologies that produce effective and culturally appropriate mitigation and adaptation strategies for local, provincial, and national economies in an era of climate change.

Theme Researchers: The research team includes three CRCs, (Drs. Shaw, Scott and Bourdeau), two environmental and resource economists (Drs. Kecinski and Mohapatra), and an environmental sociologist (Dr. Davidson). All authors have substantial experience working on issues of climate

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CANADIAN MOUNTAIN NETWORK — LE RÉSEAU CANADIEN DES MONTAGNES change, such as risk, adaptation, mitigation, and development. The Team will be linked closely to Theme 1 and Theme 4 researchers. As a multidisciplinary team of economists and sociologists, this research approach is well­suited to explore how changing mountain places impact socio­economic systems, and the capacity of those systems to respond in constructive ways.

Project Titles, Researchers, and Descriptions

5.1 Responding to Climate Change to Sustain Mountain Economies, Communities, and Livelihood (Mode 1). Maik Kecinski , Debra Davidson , Sandeep Mohapatra (UAlberta)

5.2 Ski Tourism Futures in an Era of Climate Change (Mode 1). Daniel Scott (University of Waterloo), Robert Steiger (University of Innsbruck), Michelle Rutty (Michigan State University), Marc Pons (University of Andorra), Carlo Aall (Western Norway Research Institute), Samuel Morin (Snow Research Center at Météo­ France), Ghislain Dubois (Université Versailles­Saint­Quentin­en­Yvelines).

5.3 Co­Creation of a Governance Structure: The Case of a Recreo­Tourism Development in Mont­Orford (Mode 2). Laurent Bourdeau (Université Laval (ULaval)), Dominic Lapointe (Université du Québec à Montréal), Alexandra Roy (MRC de Memphrémagog), Pascale Marcotte (ULaval), Olivier Tremblay­Pecek (Cégep de Trois­Rivières/Cégep de Saint­Hyacinthe) Project 5.1 will provide an assessment of the impacts of climate change and environmental risk on the livelihoods of mountain peoples and examine the economic, social, political, and cultural characteristics of mountain communities that may exacerbate or ameliorate the impacts of climate change and environmental risk on perceived and actual livelihoods, values, and quality of life. This includes changes in opportunities to participate in traditional activities of local communities, like hunting and Indigenous tourism. Researchers will study the economic, social, political, and cultural attributes of mountain communities that may serve as resources that can be brought to bear to cope with or engage in deeper transformational processes to recover from hazards and minimize their future occurrence in ways consistent with the goals of Theme 3. A selection of response options will be evaluated to assess potential effects on communities, including: a) information provision for household­level adaptation; b) ecosystem protection, as a means of restricting vulnerability­inducing development; and c) economic diversification, to accommodate shifts in ecosystem services in ways consistent with Theme 2. Project 5.2 will document, analyze, accompany, and stimulate the participatory and community­based tourism development in the Parc national du Mont­Orford area. The developed governance model will: a) be built with the intention of being exportable and adaptable to other similar contexts; and b) be developed to allow participation from all community stakeholders involved and impacted by mountain recreational and tourism activities. Specifically, the Network will employ systemic leadership 75 ­ a governance approach which requires the involvement of community members working together and influencing each other towards “the common good” 76 . This type of co­creation and cooperative effort is inspiring the different stakeholders involved in the development of the Mont­Orford area. An action­research model will be used to mobilize practitioners and researchers working hand in hand to co­construct knowledge and co­design the governance model. Ongoing and iterative knowledge building and transfer between community partners and academics will naturally emerge from the co­construction process as the project evolves. Participation of community partners in the process will represent training opportunities, a capital that will perpetuate the legacy of the project. Project 5.3 will develop stakeholder­informed methods and technologies that integrate enhanced climate services and climate change risk assessment for ski tourism. The state­of­the­art products developed will have replication potential in other regional ski markets in North America and globally. Specifically, the SkiSim ski operations model will be coupled with a georeferenced agent­based tourism model 77­81 to simulate changing snow reliability of ski areas and the spatial redistribution of skier visits. In addition to discussions with key stakeholders, visitation data and primary surveys with ski tourists will

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CANADIAN MOUNTAIN NETWORK — LE RÉSEAU CANADIEN DES MONTAGNES be used to assess how specific market segments have responded to marginal snow conditions and ski area closures during recent record warm winters and utilize established leisure behaviour constructs. The project will assess the existing databases and tools for their skill and value to snowpack prediction, complete a sectoral needs assessment for improved climate services, and explore institutional arrangements for associated public/private partnerships. Theme Significant Outcomes & Impact: The results from these projects will provide Canadians with state­of­the­art economic and sociological knowledge, which are essential to evidence­based policy measures to a) improve the sustainability and management of mountain places, and b) provide mountain communities and Indigenous Peoples with welfare enhancing adaptation and mitigation strategies to combat the negative implications of environmental and climatic changes. Anticipated outcomes include: 1) gaining insight and knowledge about perceived and observed risks faced by mountain places and peoples – a critical component in building effective policy measures, which will provide the basis for the building of mitigation and adaptation strategies to help mountain places and peoples cope with the anticipated impacts of climate change and risk. This will provide policymakers and Indigenous communities with new knowledge to guide climate policies, design better delivery mechanisms for information about climate risks, and achieve significant improvements to welfare­enhancing programs; 2) Providing insight to develop strategies for mountain communities to enhance their quality of life, increase development opportunities, and creatively reposition themselves in a global economy. 3) Advance new dynamic models of sustainable economic development and policy decisions that benefit mountain communities over the long term. 4) Foster new collaborations with partners engaged in related climate change research and Indigenous land­based livelihoods, nationally and internationally.

Canadian Mountain Observations Platform. An integrated, comprehensive and coordinated mountain observing and reporting platform is foundational to CMN’s research program. It will provide an understanding and assessment of the past and current states of mountain systems and processes by taking advantage of scientific observations and Indigenous Knowledge. The platform will ensure that data are available in an open architecture to a wide range of users and in varied formats to ensure uptake. It will manage data in accordance with principles respectful of Indigenous Knowledge (see KTEM section). The Platform has two primary components: 1) an Observation Network of established and emerging monitoring nodes; and 2) the CDMO, a virtual hub for integrating these data alongside existing spatial and temporal datasets, as well as electronic collections focused on mountain regions (see KTEM section).

Canadian universities, federal, provincial, and territorial government departments and agencies, Indigenous groups, and others have established varied networks and infrastructure for environmental, ecological, atmospheric, and other studies, both in and connected to mountain regions. This includes field stations, such as the UofC Biogeoscience Institute and Kluane Lake Research Station. It also includes stand­alone instrumentation that contributes data to individual, networked research, and operational programs. While most of these facilities flow data to various depositories, the coordination is limited and monitoring tends to be localized. The data collection lacks coordination and prioritization, is sporadic due to changing funding and priorities, and does not necessarily meet modern standards that ensure Open Data Access and Policy.

CMN will partner with key organizations to develop a comprehensive monitoring network in Canada’s mountain regions. Particular attention will be given to areas where existing long­term programs may be enhanced by targeted CMN funding, networks, and other resources. Newly established programs will support global connections that build on existing collaboration with, for example, the World Glacier Monitoring Network and the Global Cryosphere Watch (see Projects in Themes 2 and 3). They will be informed by the experiences of other mountain regions, such as that of the Hindu Kush Himalayan Monitoring and Assessment Programme. Finally, these programs will also focus on places identified by

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CANADIAN MOUNTAIN NETWORK — LE RÉSEAU CANADIEN DES MONTAGNES Indigenous communities to ensure their priorities are met. To that end, CMN will commission an Investigative Evaluation Report based on the Marine Environmental Observation Prediction and Response (MEOPAR) NCE model to evaluate the state of monitoring in mountain regions and guide future activities and investment by CMN. This will be led by Dr. Maribeth Murray (UofC), who has experience working with both the MEOPAR and ArcticNet NCEs and is a leader within the Canadian Consortium for Arctic Data Interoperability.

The Observation Network will target the “Critical Zone” defined as “the thin layer of the Earth’s surface and near­surface terrestrial environment from the top of the vegetation canopy (or atmosphere–vegetation interface) to the bottom of the weathering zone (or freshwater–bedrock interface)” 82 . This will be linked with community­led, participatory methods to better monitor the climate­health concerns of mountain communities (see Project 1.4 as an example). CMN will invest strategically in networks of sensor arrays under development (Canadian Cordillera Array), as well as with the existing Earthscope Transportable Array sites in Canada. CMN will also build on well­established programs such as the Mountain Legacy Project, which is the largest systematic collection of historical mountain photographs in the world (>120,000) 83,84 . The Network will invest $500K/year to collaboratively roll out new or link to existing observation programs that include:

Predictive mapping of human footprint and land cover: The opportunity for predictive land cover and vegetation mapping to assess human footprint and land cover change has grown exponentially as new remote sensing platforms (e.g., satellite and airborne sensing of optical and microwave (radar) wavelengths, airborne LiDAR remote sensing led by Dr. Chris Hopkinson , U Lethbridge), and new predictive algorithms have been developed. There are presently many predictive mapping projects, each focusing on a theme within a small geographic area. The challenge is to effectively integrate these technologies throughout the mountains of Canada: the Alberta Biodiversity Monitoring Initiative (see LOS) has pioneered this for the Province of Alberta, and the Network will partner with ABMI in the first five­year cycle to extend this for the mountains of western Canada and in the second five­year cycle of CMN to the mountains throughout Canada.

Sensor Network­Indigenous Guardian Collaboration : Environmental sensor networks can be built from autonomous recording units (ARUs) to track the distribution and abundance of birds, as well as newly developed remote­sensing camera arrays (“ camera traps” ) that detect mammals. These networks measure and help understand species’ response to landscape and climate change, and are increasingly being used to monitor environmental and ecological attributes at broad scales 85 . CMN will implement a coordinated network of ARUs and camera arrays that include multiple partners (Indigenous communities, Indigenous Guardians, InnoTech Alberta, ABMI, UAlberta, UVictoria, UBC, Parks Canada, Alberta Environment & Parks, BC Ministry of Environment, and non­governmental organizations including Yellowstone to Yukon and Canadian Parks and Wilderness Society) to build a comprehensive array across the mountains of western Canada. CMN will link with Indigenous Guardians to deploy sensors, analyze information, and interpret patterns arising from the information. Sites locations will be selected collaboratively with Indigenous communities and in response to research questions identified by communities. CMN will work with ABMI’s new web­based environmental sensor data management network, WildTrax , to integrate data collected across the CMN sensor network.

Critical Zone Observatories: CMN will build connections with the US National Science Foundation’s (NSF) Critical Zone Observatories (CZO) program, focusing on mountain environments. The CMN CZOs will focus widespread collaborative research in a given region (the “Observatory”). Montane CZOs offer a unique opportunity and focus for interdisciplinary and cross­cultural monitoring and research involving local and Indigenous Peoples and communities, as well as post­secondary institutions. CMN will leverage support from research hubs within the Canadian Network of Northern Research Station Operators such as UofC (Arctic Institute of North America) and Aurora College

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CANADIAN MOUNTAIN NETWORK — LE RÉSEAU CANADIEN DES MONTAGNES (Aurora Research Institute), as well as work closely with the NSF’s NEON, a continental­scale ecological observation network (LOS on CMN website).

D. Development of Highly Qualified Personnel CMN’s HQP strategy is designed to meet the needs of not only the next generation of mountain researchers and professionals, but also established practitioners and decision­makers. The strategy will advance decolonized and partnered approaches to training and build on offerings already available through post­secondary and other partners. The core objective of this strategy is to foster a community of knowledge holders and decision­makers able to work cross­culturally and with multiple ways of knowing. As such, HQP will be trained in Indigenous methodologies and scientific approaches. This is critical to developing HQP who can lead and translate research into knowledge, decisions, and policies that best reflect and support the needs of the mountain communities in which they operate.

Within this context, CMN proposes a training program that is: 1) delivered by Indigenous and non­Indigenous academics and experts; and 2) expands the definition of HQP. CMN trainees will include both traditionally­defined HQP (e.g., undergraduate and post­graduate students) and non­traditional HQP (e.g., K­12 students, Indigenous youth not in school, established researchers, and other professionals). This inclusive approach to training is required to meet the Network’s ambitious goals, particularly with respect to the inclusion of Indigenous Peoples. CMN training will reflect its commitment to diversity and equity, and the Network will strive to improve gender equity and the participation of under­represented groups in its programming, including Indigenous Peoples (especially Indigenous women and youth).

Program Delivery. The HQP strategy requires both academic and non­academic experts. CMN will attract and retain outstanding experts with academic, land­based, and professional experience able to work alongside each other to train HQP. It will do so with leadership and support from the Director of Programs and Communications, Indigenous Training and Education Coordinator, Training and Education Support Team, and the ICA.

HQP Training initiatives. Trainees will participate in different programs depending on their context and needs. The HQP program will include opportunities for exposure to leading interdisciplinary research approaches; for career planning and preparation; and development of strong interpersonal, cross­cultural, and professional skills in order to help trainees have success in their research careers or find employment in the Canadian economy.

Reconciliation & Research Partnerships Course. This face­to­face three­day travelling course will cover the cultural histories of Canada's mountain peoples and places, multiple ways of knowing, international perspectives and experiences, and the role of strong research partnerships in supporting reconciliation. Offered four to six times per year for up to 30 people, the course will be held at partner locations/events across Canada and once at the CMN Annual Conference. It will be co­developed by Indigenous and non­Indigenous academic partners and structured to allow local partners to share local perspectives. The course will prepare HQP for the range of economic, social, health, and ethical implications of research, and develop their capacity to understand and reconcile the sometimes differing interests of Indigenous Peoples, industry, government, and others in mountain communities. This course – initially available to a majority of Network­affiliated students and expanded over time to serve all students – will create a distinctive training experience and produce a unique cohort of early­career professionals trained to work at the interface of science, policy, and Indigenous Knowledge.

Workshop series on reconciliation in research training. This train­the­trainer course will utilize and expand on the materials prepared for the Reconciliation & Partnerships Course. It will build on the recommendations made by the Truth and Reconciliation Commission of Canada (TRC) of Canada (TRC) to advance understanding of how academia can approach reconciliation in the design and delivery of its research and HQP training programs. This includes being able to understand and

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CANADIAN MOUNTAIN NETWORK — LE RÉSEAU CANADIEN DES MONTAGNES implement the philosophy of bringing together multiple ways of knowing. The workshops will be co­designed and co­delivered with Indigenous leaders and emerging scholars. They could be delivered in person or in digital form and would be created with, and provided through, organizations offering workshops or courses on related topics (e.g., UAlberta’s MOOC: Indigenous Canada, the Indigenous Reconciliation Group). Concepts and topics to be covered include: the cultural and linguistic underpinnings of Indigenous ways of knowing and the relationship to scientific ways of deriving knowledge; and needs for training the next generation of Indigenous and non­Indigenous HQP in the spirit of reconciliation. In future iterations, as add­ons or locally­delivered modules, CMN will work with local Indigenous partners to shape content to reflect their local perspectives and context.

Participation in Research. Opportunities for participation in a variety of research project roles will support the development of HQP by helping them apply theory to practice. CMN will provide research teams with funds to hire undergraduate, graduate, and summer students; postdoctoral fellows (PDFs); interns, youth, and mentors; and technical and field staff. These positions will provide HQP with both theory and hands­on experience in the lab, field, and community while exposing them to the full range of socio­economic and environmental implications of mountain research and its use. Students may also have the opportunity for engagement with Elders as appropriate. Supported through other training initiatives, such as the mentorship program and pathways program for Indigenous teens, CMN trainees will be prepared to work, for example, as scientists, technicians, consultants, managers, and policymakers for diverse employers. Driven by its commitment to gender balance and racial diversity, CMN will substantially increase the number of Indigenous and female HQP in these roles.

CMN Student Association. CMN will provide resources to support a student­led association through which Network­affiliated students can acquire additional leadership skills and benefit from opportunities to network with senior CMN participants and mentors, including Indigenous Knowledge holders, industry leaders, and senior government officials. The Association will provide students with opportunities to organize and participate in workshops and symposia (including for IMD); participate in professional development designed to help them transition to the workforce; identify and participate in international exchanges and field schools (University of Central Asia and Université Grenoble Alpes identified as initial partners); and develop connections to projects, employers, and mentors. This supportive and inclusive environment provides students with the opportunity to share information on funding and learning opportunities, cultural differences and expectations, resources, and employment.

Pathways program for Indigenous teens. Many Indigenous mountain communities are supportive of their youth being exposed to and prepared for post­secondary education and career possibilities. This innovative program – to be developed with Indigenous organizations partnered with CMN on other projects and initiatives – will lead Indigenous teens to careers they may not have considered before. The program will explore the barriers Indigenous youth in mountain communities face in seeking entry into post­secondary or other training programs, and ways to overcome these barriers through a mix of Indigenous and conventional teachings, role models, and skill development opportunities. Starting in Year 2, this week­long program will be offered in the field and/or at a post­secondary institutions depending on the location, with an emphasis on youth who have participated in CMN research projects.

Support a Network­wide Indigenous Scholar Network. Young Indigenous scholars face unique challenges within the university setting – from the lack of Indigenous teachings and role models to feelings of isolation from their home communities, to the scarcity of supervisors trained in Indigenous and community­based research methods. Supported by the Indigenous Training and Education Coordinator and Yukon College’s proposed Mountain Research Chair, this initiative will provide resources for Indigenous students involved in Network­affiliated projects to come together as a community of scholars to help these students succeed in their studies.

CMN internships. Over the first five years, up to ten eligible students will be provided with a $10K stipend to complete two two­month internships over the course of their degree. These research­focused

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CANADIAN MOUNTAIN NETWORK — LE RÉSEAU CANADIEN DES MONTAGNES internships, with government and Indigenous organizations either at home or abroad, will enable students to work on projects designed to orient them towards careers outside of academia and in applied research. These placements will help students build the practical and business skills and networks needed to enhance their employability and train them to translate research into social and economic benefits and policy. CMN will also partner with Mitacs (LOS on CMN website) to connect students to research internships with CMN partners in industry, not­for­profit organizations, and Indigenous organizations, through both their Accelerate program and the provisionally­named Mitacs Indigenous Consortium, which is currently under development. CMN intends to serve as a founding ‘Mitacs participant’ in the latter, which is proposed as a partnership with the University of Saskatchewan, the First Nations University of Canada, and several national Indigenous organizations. With a proposed budget of $3M/year, the Consortium represents an opportunity for CMN to leverage significant funding for projects led by or serving its Indigenous community partners.

CMN Mentorship Program . Students involved in all CMN­affiliated research projects or internships will be encouraged to develop a formal arrangement with a mentor from outside of academia. These may be drawn from a student’s internship host or be a research project partner. Modelled after existing successful professional mentorship programs (e.g., UAlberta's Graduate Student Career Mentoring Program), CMN will develop a mentorship guide to outline its expectations of mentors and mentees, along with a sample mentoring agreement. The program is intended to help HQP build professional attitudes and behaviour; know how to interact with industry, government, and Indigenous representatives; raise their cultural awareness; and support their transition into the workforce. Special efforts will be made to involve female and Indigenous researchers and professionals as mentors, and CMN will develop a list to identify their names, interests, and availability.

Community Orientation Program . Where appropriate, local liaisons – chosen by CMN and provided with funding support – will introduce and orient academic HQP to the communities where their research is to occur. This role helps CMN to build local capacity and trust, encourage the multi­directional flow of information and knowledge, and help research teams identify resources and hire locally.

E. Networking and Partnerships CMN proposes collaboration with partners from across sectors in the design and implementation of all its activities to ensure the Network provides added value to mountain research in Canada. The Network’s partners’ expertise, resources, and influence over policy and processes are fundamental assets and provide the foundation to develop world­class capacity to address CMN’s identified challenges through new knowledge or the novel application of knowledge. CMN’s communication efforts will facilitate partnership development at both the Network level (e.g., partnered calls, sharing administrative costs) and the project level (e.g., optimizing resources by sharing of equipment, facilities, databases, and personnel).

CMN’s communication activities have consisted of engaging with and consulting potential partners since January 2016 through regular meetings, webinars, events (e.g., IMD), presentations, and a Preparatory Call for Proposals, as well as recruiting partners to participate in CMN’s management structure. These activities were facilitated by CMN’s advisory committees, the full­time ED and a full­time Director of Partnership Development who travelled Canada to assist organizations to link into the Network and find a role reflecting their interests and needs. CMN has received a LOS from each organization mentioned in this section. These are either attached to this application or posted on the CMN website.

Existing Linkages. At the time of submitting its LOI to the NCE competition, CMN had received 52 LOS from diverse partner organizations. These included 34 LOS from across sectors outside of academia: six prominent technology, tourism, transportation, and mining companies; nine municipalities; five provinces and territories; two federal agencies; eight not­for­profits; three Indigenous

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CANADIAN MOUNTAIN NETWORK — LE RÉSEAU CANADIEN DES MONTAGNES organizations; and the US NEON. Within the post­secondary sector, CMN received 16 additional LOS from institutions across Canada and around the world, as well as two LOS from university­based regional and global mountain research networks.

Key Network Partner Critical Capacities and Contributions . CMN’s emphasis on partner­based Network activities and its innovative research approach will move beyond the dichotomy of “knowledge user” versus “knowledge producer.” This approach more accurately reflects capacities and needs across sectors and allows CMN to draw on a strong and diverse group of partners that will contribute directly to the Network’s objectives. A detailed discussion of the Network’s anticipated $29.5M in non­NCE revenues over five years can be found in the Budget Justification section.

Indigenous Communities and Organizations. The Preparatory Call for Proposals approved Mode 3 projects identified $980K in leveraged cash and in­kind contributions over three years. These projects are led by Kluane First Nation (Yukon); T'akhu  Tlèn Conservancy (TRTFN) (BC); Ɂehdzo Got’ınę Gots’ę Nákedı – the Sahtú Renewable Resources Board (NWT); Tulıt'a and Norman Wells Ɂehdzo Got'ı nę ­ Renewable Resources Councils (NWT); Ross River Dena Council (Yukon); Stoney Nakoda First Nations (AB); and Rigolet Inuit Community Government (Labrador). CMN is also partnered with the ILI and will benefit from its network to inform the development and funding of CMN’s strategy to support Indigenous Guardians programs.

Territorial, Provincial, and Federal Governments. Collectively, CMN anticipates that provincial/territorial governments will contribute $3.8M in cash and $6.4M in­kind toward research and monitoring projects. Both the Government of Alberta and the Government of Yukon have seconded senior staff to CMN to develop this application (respectively, Executive Director for Science ­ full time ­ and Senior Science Advisor ­ part­time). Examples of specific contributions to administrative costs include Yukon Government’s $275K in cash and $125K in­kind contributions toward AC positions and the GNWT’s $125K in­kind contribution of a Regional Liaison. The Government of Québec, through its agency the Société des établissements de plein­air du Québec, has also expressed its interest in supporting a Regional Liaison and providing other supports to the Network for the Annual Conference or other administrative costs. The Government of BC has also endorsed the Network’s proposal. Per the Preparatory Call for Proposals, both NRCan and Environment and Climate Change Canada will contribute to CMN projects, with Government of Canada departments and agencies collectively expected to provide $1.2M in cash and $1.3M in­kind.

Mountain Municipalities Consortium. The Consortium’s Members and Associate Members would collectively contribute a minimum of $375K in cash over five years. In addition, the Town of Canmore and its partners will work with CMN to secure $150K for office space for the CMN AC Headquarters. District of Invermere has offered office space, equipment, and supplies to host a BC Regional Liaison.

Post­Secondary. Universities and colleges will provide an estimated $3.9M in cash and $4.9M in­kind in support of CMN research and monitoring projects. As Host Institution, the UAlberta will provide $1.23M in cash and in­kind support and serve on the Board and RMC. The University of Calgary will also serve on the Board and RMC and provide $500K in cash to support the ED: Partnerships position, as well as provide leadership for the Investigative Evaluation Report on monitoring. Yukon College will serve on the RMC and contribute $325K , including cash support for the AC’s Indigenous Training and Education Coordinator and one­third of the time of its proposed Mountain Research Chair . UVic will provide $50K for teaching release to support Dr. Eric Higgs ’ leadership of the CDMO.

Not­for­Profit. RCGS will partner with the Network to create a multi­layered, bilingual education and public outreach program for which it will provide an in­kind contribution of $332K over five years. ABMI will be a major collaborator in the development of the CMN mountain observations program, providing $2.5M in in­kind contributions. Mitacs will support CMN HQP and Mode 3 projects through its Accelerate program and Mitacs Indigenous Consortium initiative ( $1.2M cash).

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CANADIAN MOUNTAIN NETWORK — LE RÉSEAU CANADIEN DES MONTAGNES Business. Teck Resources, one of Canada’s largest resource companies, is committing $100K in cash and $37.5K in­kind to a CMN research project, while Canadian Pacific, one of Canada’s largest transportation companies, has recent and planned investments of $1.35M directly relevant to CMN’s agenda. CMN will work with these and other corporate partners (e.g., Canadian Ski Council, Forest Products Association of Canada) to develop partnered calls.

International. CMN’s relationship with international networks will improve Canada’s international reputation in mountain research. They will enhance the capacity of the Network by leveraging significant investments to benefit Canadians (e.g., applying expertise/best practices or adapting solutions to CMN’s unique context). The UN Mountain Partnership will support IMD events through communications products and sharing best practices. The Mountain Research Initiative and Mountain Sentinels Collaborative Network will facilitate international research collaborations and partnered Calls for Proposals, promote CMN events, and connect to international peer reviewers.

CMN’s Strategy for Developing New Linkages. The Network will build new linkages and partnerships in Canada and abroad through the concerted efforts of the Network’s ED: Partnerships, AC, and members of its Board and committees. Specifically, CMN will provide matchmaking services between CMN partners and lead outreach and engagement with prospective partners. This will be supported by:

Collaborative and partnership referrals from Network members. For example, provisionally accepted projects from the Preparatory Call for Proposals identified a total of 69 investigators and 37 collaborators.

CMN events that attract a variety of participants (e.g., UN IMD events, webinars, workshops, and the CMN Annual Conference).

Participation in relevant regional, national, and international events (e.g., Thinking Mountains Conference, UN Mountain Partnership Global Meeting).

The ED: Partnerships Board and Committee members contribute their connections and ideas.

Strategy for Growing Non­NCE Funding:

The development of partnered Calls for Proposals with industry, government, international, or other funders focused on specific areas of interest within CMN’s five research themes.

Where appropriate, charge user fees to cover operational costs of programs that CMN has developed using NCE funds, such as the Reconciliation & Research Partnerships Course.

Leveraging existing funding programs and opportunities for CMN HQP by acting as a connector (e.g., Mitacs internships, professional development grants, student exchange scholarships).

Promoting other specific opportunities for partners to make financial contributions in support of activities with Network­wide benefits. CMN will focus on administrative and communications expenses, as well as Network­driven training or KTEM programs. To incentivize such contributions, organizations providing an amount beyond a certain threshold will be designated as “Sustaining Partners” and recognized as such in CMN’s communications.

Develop self­generated revenues through registration fees and sponsorships for major CMN events, such as IMD and the Network’s Annual Conference.

F. Knowledge and Technology Exchange and Mobilization CMN’s Knowledge Mobilization approach recognizes both the breadth of the proposed research and how it will serve the Network’s members, knowledge users, and the Canadian public. It will enable solution­oriented research to be used for decision­making and action by leading to innovative policies and practices of local, national, and international relevance. In addition, it brings together Indigenous and non­Indigenous ways of knowing and reflects the rights, interests, knowledge, and capacity of Network participants.

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CANADIAN MOUNTAIN NETWORK — LE RÉSEAU CANADIEN DES MONTAGNES The KTEM Framework. CMN’s KTEM framework, detailed below, will enable the respectful and appropriate inclusion of Indigenous Peoples’ knowledge in KTEM, increase mountain communities’ access to knowledge, and establish KTEM mechanisms to share CMN research (goals, data, outcomes) to benefit Canadians.

Engagement. CMN’s knowledge mobilization end­users are decision­makers in Indigenous and non­Indigenous mountain communities, governments at all levels, businesses, researchers and HQP, and the public.

Objectives. a) Indigenous Knowledge Mobilization: CMN will challenge research and KTEM conventions to fully embrace Ownership, Control, Access, and Possession (OCAP®) principles. Although universities and colleges are not bound to OCAP® (but rather to the Tri­Council Policy. Statement: Ethical Conduct for Research Involving Humans), these principles establish a moral standard for how First Nations data should be collected, protected, used or shared; b) Strengthen mountain communities by supplying the data needed for evidence­based decision and ensuring that knowledge transfer is delivered to the end­user in a way that is comprehensible and timely. c) Recognizing the need for varied and novel communication methods, foster the multi­directional flow of knowledge, information, and experience and enhance interactions between all CMN members, ensuring the inclusion of diverse sectors.

Mechanisms. CMN has outlined a series of knowledge mobilization activities in response to the challenges identified through the Network’s consultation process with regard to access, availability, and comprehension of research.

Impacts. The impact of CMN’s knowledge mobilization approach and tactical plan (mechanisms) is outlined below: socio­cultural impacts, economic impacts, and environmental impacts.

Performance Management: Refer to the Performance Management Framework section for details.

KTEM Mechanisms. CMN will implement specific KTEM mechanisms to ensure that research outcomes are mobilized into receptor hands and make their way into public knowledge.

Customized Products and Events for Decision­makers will be developed by both the Administrative Centre (ED: Partnerships, Director of Programs and Communications) and Network­funded research teams. Conveying the social, economic, health, environmental, and wellness­related findings, these products and events will be delivered to decision­makers in order to inform innovations in policy and process development.. These efforts will target leaders in diverse sectors depending on the project, including Indigenous communities, provincial, territorial, and federal governments, business, and not­for­profit. Example activities include in­person or phone meetings with decision­makers, written policy briefs, case studies, state­of­the­knowledge assessments, workshops, infographics, and op­eds.

Mountain Municipalities Consortium. There are many valuable opportunities to share experiences, knowledge, and resources, as well as define common research priorities, among Canada’s diverse mountain communities. Inspired by the Canadian Water Network’s Municipal Water Consortium, 17 diverse mountain municipalities from across western and northern Canada representing more than 90,000 residents have expressed their support for the Consortium concept (see LOS), and the Network will work to increase this membership and expand to central and eastern Canada. The MMC’s mission is to strengthen member communities through evidence­based research and decision­making, as well as facilitate KTEM and training through state­of­the­art assessments, workshops, an internship program, and the annual Mountain Mayors Forum that will bring together leaders of mountain municipalities from across Canada in alignment with the Network’s Annual Conference. It will be supported by financial contributions from CMN, Consortium Members, and non­voting Associate

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CANADIAN MOUNTAIN NETWORK — LE RÉSEAU CANADIEN DES MONTAGNES Members (e.g., businesses, foundations). The MMC’s establishment ensures that there is a direct pathway for knowledge to influence local decision­making, policies, and processes.

The Mountain Portal is Canada’s first bilingual mountain research website and information exchange service. This website, www.canadianmountainnetwork.ca , already offers mountain research news and plain­language research summaries; leverages social media and a newsletter to share content; co­produces podcasts and other digital material; and hosts a directory of researchers and organizations interested in mountains. In the future, it will provide CMN research updates and access to CMN annual reports, forms, standards, and Calls for Proposals.

The Canadian Digital Mountain Observatory (CDMO) forms a foundation for CMN’s RDM approach (see Canadian Mountain Observations Platform) and provides Canada with an innovative research and communications platform to coordinate mountain data and research. A RDM committee has operated within CMN since May 2016, and Eric Higgs is the proposed Chair of the RDM Support Team. Higgs will lead the CDMO project and is also the PI for the Mountain Legacy Project. The CDMO is a public­facing portal for discovering, displaying, and providing access to research data and outcomes, which will also support the deposit, preservation, and repurposing of mountain research and observation data. The CDMO will operate under CMN’s RDM policies, which will align with existing national governance platforms including both the Tri­council Statement of Principles on Digital Data Management and the new and evolving draft RDM policy, as well as the FNIGC principles of OCAP ® . The RDM components of the CDMO will be developed using a phased approach: 1) Phase 1 (Year 1) ­ Governance & Policy Development: In collaboration with UVictoria’s Humanities Computing and Media Centre, establish the RDM Support Team and develop policies to support and govern the management of data, including such considerations as data stewardship, quality assurance, and metadata standards. The Canadian Association of Research Libraries­Portage Network’s bilingual Data Management Plan Assistant platform will also be leveraged to help identify RDM needs and guide policy development; 2) Phase 2 (Years 2­5) ­ Distributed Model: Collaboration with Canadian post­secondary institutions to support the initial collection of mountain research data. In turn, these data will be used to inform the development of a CDMO framework and standards, and to iteratively develop and pilot the public facing websitel; 3) Phase 3 (Years 5+) ­ Partnership Model: Partnerships will be developed with organizations hosting large data holdings similar to the CDMO data (e.g., Polar Data Catalogue, Canadian Cryospheric Information Network, Canadian Consortium for Arctic Data Interoperability, etc.), as well as national infrastructure providers (e.g., Compute Canada; CANARIE), and those leading RDM initiatives in Canada (e.g., Canadian Association of Research Libraries­Portage Network, Research Data Canada). These partnerships will serve to further support the development of the CDMO, as well as provide a sustainable infrastructure for supporting the long­term creation, access, storage, and preservation of mountain research data in Canada.

Royal Canadian Geographical Society (RCGS) Public Outreach and Education Partnership leverages the expertise and reach of one of Canada’s oldest and largest education, non­profit organizations. Through its various platforms and programs, including the iconic publication, Canadian Geographic , RCGS anticipates that it can connect CMN to more than 4M readers and viewers each year, along with a significant number of students through Canadian Geographic Education’s network of 20K teacher members from every province and territory. The latter represents a major contribution to CMN’s HQP development efforts. The Network’s collaboration (see LOS) will include sharing mountain research stories and digital and print advertising to promote CMN events and initiatives. A mountain research­themed full issue of Canadian Geographic will be a highlight in 2022. RCGS will also produce free educational materials for teachers to inspire the next generation of mountain researchers, including poster maps, giant floor maps, and classroom activities.

International Mountain Day is a United Nations­designated day led by the UN Mountain Partnership (LOS on CMN website) and held every December 11. Canada had never participated in IMD until 2016

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CANADIAN MOUNTAIN NETWORK — LE RÉSEAU CANADIEN DES MONTAGNES when CMN began organizing and inspiring events in Canada's mountain regions. Over the past two years, seven mountain communities and multiple institutions have organized various events , engaging 4,283 participants. The events provide learning and networking opportunities around mountain research, scholarship, and innovation for academics, decision­makers, communities, and students. CMN will expand IMD events to mountain communities across Canada through strategic grants for community­led events that profile mountain research. IMD represents a valuable opportunity to build the Network’s existing relationships with museums (e.g., Royal BC Museum, Royal Alberta Museum, Whyte Museum of the Canadian Rockies), which are located in almost every community and whose core mission is knowledge mobilization. CMN will also continue to partner with the Alpine Club of Canada (ACC) and leverage its 15,000 members through 22 chapters across the country. CMN has demonstrated its fundraising success through corporate sponsorships of IMD events from Patagonia, Air North, and Coast Mountain Culture/Kootenay Mountain Culture magazines.

CMN Annual General Meeting (AGM) and Conference will engage CMN members and partners from across Canada and around the world. It will serve as the annual opportunity to convene members of the Network’s governing bodies (e.g., Board, ICA, IAC, RMC) to promote relationship­building and facilitate critical conversations around the Network’s planning and evaluation. In turn, the aligned Annual Conference will serve as the premiere national gathering for mountain research in Canada. CMN will work with existing initiatives, such as the triennial Thinking Mountains conference, to add value to each other's events and coordinate knowledge mobilization efforts.. Through workshops, presentations/panel discussions, and networking events, the CMN conference will connect users to knowledge, create new partnerships , and provide training opportunities for HQP. A bilingual marketing strategy for the conference will ensure broad geographic, disciplinary, and sectoral representation, and the Network will work with local Indigenous and other communities to coordinate events that offer enrichment opportunities to better understand the local context. The conference will primarily be based in mountain communities and move between the Network’s key partner jurisdictions in the first five years, including one year in Ottawa in order to strengthen relationships with Government of Canada partners. In the first five years, CMN will also attract an international mountain research conference to Canada (e.g., 2022 International Mountain Conference ) and integrate the CMN Annual Conference with that event to build strong international partnerships. In all years, travel and registration bursaries will be available for HQP to attend. Finally, a conference report modelled on those of the historical Banff Mountain Summits (organized by the Banff Centre for Arts and Creativity ­ LOS on CMN website) will be available to ensure broad access to the knowledge shared at the conference. CMN will encourage strong international attendance and participation by partnering with international organizations and networks.

Encouraging Collaborations between the User Sectors. Examples of the types of collaborations CMN’s research will foster include: a) Dr. King’s project to identify and quantify climatic variables controlling dust emissions supports the Government of Yukon’s and Parks Canada’s lake ecosystem function research and could lead to the identification of mitigative actions and related territorial and national policy; b) Dr. Williams­Jones’ goal of bringing together Indigenous and non­Indigenous local knowledge, citizen science, and technology to create a Mountain Risk Knowledge Exchange system will supports risk management and decision­making by communities, businesses, provincial/territorial governments, and the Government of Canada; and c) Dr. Bourdeau’s systemic leadership project, which brings together diverse organizations within a region to co­create a governance structure able to facilitate Mont­Orford’s transition to a four­season recreation and tourism destination.

CMN’s most impactful contributions over the next five years. Commitments to open data and the publication of results in open­access peer­reviewed journals will be balanced with a commitment to knowledge­holders that they control and make the decisions around Indigenous Knowledge collected during projects. CMN respects that it does not have the authority to use or share some knowledge collected in the course of Network research. This results in knowledge holders being in the driving seat,

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CANADIAN MOUNTAIN NETWORK — LE RÉSEAU CANADIEN DES MONTAGNES controlling what data is shared, ending in valuable Indigenous Knowledge being accessible by decision makers and protected for use by the community.

Disseminating multi­lingual, plain language research summaries and other information through CMN’s Mountain Portal and RCGS partnership benefits Canadians by allowing non­scientists/non­knowledge holders to understand the outcomes of research in order to help them be safer, healthier, and better­informed decision makers. They foster broad awareness among the Canadian public of the importance of mountain regions and the issues they are facing and connect the Canadian public with current and future decision makers.

Through the CDMO, decision­makers, researchers, and HQP will have easy and timely access to CMN’s data. This facilitates evidence­based decision­making resulting in better solutions (support decisions, policy and program development, etc.) for communities, businesses, and the environment. In addition, researchers and HQP will be able to access past research project data for the purposes of informing new research, as well as for educational purposes.

Through IMD and CMN’s Annual General Meeting and Conference, the Network will offer benefits (networking, knowledge sharing, awareness building, inspiring future researchers) to academics, mountain residents, decision makers, HQP, and international partners.

G. Performance Management Framework and MetricsCMN has designed a detailed Performance Management Framework (PMF) based on the objectivesoutlined in the Network Vision (Section A). It provides the performance metrics, milestones, and targetsCMN will initially use to evaluate program performance and monitor risk factors (see Figure 3 below).The PMF will be reviewed and updated annually, as needed.

Roles. The Co­Research Directors are responsible for reviewing past PMFs and preparing a draft PMF for the coming year. They will base this draft on input from the ICA and IAC, the AC, the support teams, and RMC. Drafts will be presented to the Board for their review and approval. CMN’s AC will track CMN’s performance, reviewing progress on milestones and targets on a monthly basis. This progress will be summarized in CMN’s annual performance report and will be presented at the AGM. Their recommendations for the coming year will contribute to the updated PMF.

Risk management. In addition to the above, the Board, the Co­Directors, the RMC, and the Support Teams will be responsible for identifying Network risks and related mitigation strategies. These may include budgetary, operational, human resources, training, partnership, RDM, and project risks. They can be assisted in identifying and mitigating these risks by the Indigenous and international advisors. The Co­Research Directos have substantial experience in risk management and will build a risk management strategy into each annual strategic plan. Hand­in­hand with members of the governance structure, they will take time in meetings to discuss risks and determine action so that these are managed in a timely fashion. Funds will be managed in such a way that milestones and progress are achieved before further allocations are provided.

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CANADIAN MOUNTAIN NETWORK — LE RÉSEAU CANADIEN DES MONTAGNES

Figure 3: Table of performance metrics, targets, and milestones to meet CMN objectives (See Vision section for objective numbers; M = Milestone; ST = Short­term targets (1­2 years); LT = Long­term targets (3­5 years); LN = Spans life of the Network)

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CANADIAN MOUNTAIN NETWORK — LE RÉSEAU CANADIEN DES MONTAGNES

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CANADIAN MOUNTAIN NETWORK — LE RÉSEAU CANADIEN DES MONTAGNES

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CANADIAN MOUNTAIN NETWORK — LE RÉSEAU CANADIEN DES MONTAGNES

H. Response to NCE Standing Selection Committee LOI ReportCMN appreciates the feedback from reviewers and has worked to address the weaknesses of its LOI,which has helped to strengthen this proposal.

Comment 1) The coherence and integration of the several critical themes forming parts of the proposed Network could be strengthened. Response: CMN reworked its proposal to ensure that the links between themes can be more easily identified. It has moved from two broad themes and nine research program areas to five themes that are integrative and address its four mountain challenges. The proposal team has revised the themes to focus on specific topics that allow for both vertical integration (linking projects and adding value within a theme) and horizontal integration (projects that integrate elements from multiple themes and that can thus provide a more comprehensive view of a topic). The themes continue to address the priority research needs as identified by user communities, but also allow CMN researchers and their collaborators to better link the environmental, social, health, and economic aspects of research within one project.

Comment 2) Detailed illustration of how the various research streams aggregate together to provide the greatest overall impact (e.g., will the end­point be the better environmental management of our mountain ecological systems) is encouraged. Response: This comment stimulated a Preparatory Call for Proposals that encouraged research teams to consider how their research could be incorporated within the CMN research agenda and translated into specific outcomes with short­ and long­term benefits to partners and other end­users. CMN placed particular emphasis on how Indigenous and scientific approaches can work together to meet the challenges identified by end­users. The research excellence section presents 13 projects that illustrate how multiple disciplines, multiple ways of knowing, and diverse peoples and communities can come together to increase resilience in mountain regions undergoing unprecedented change.

Comment 3) The application would also be strengthened by highlighting linkages to similar networks in other countries and how these could contribute to building the Network. Response: CMN has further developed linkages with the preeminent international mountain research organizations and networks. The Network has negotiated shared agendas that will improve Canada’s international reputation and visibility in mountain research (see Networking and Partnerships section), added leaders from international mountain research networks to the IAC, and set a goal of hosting an international mountain research conference in Canada within the first five­year term.

I. Explanation of Overlap with other InitiativesCMN is Canada’s first interdisciplinary, national mountain research network. Its initial focus is to connectindependently­inspired mountain research initiatives across Canada into a broad and supportiveNetwork of expertise, partners, and information. CMN will serve as the connective tissue that bringstogether researchers and partner organizations to build new multidisciplinary initiatives. This coalitionbuilding is the key ingredient for CMN’s approach to fostering innovation.

During the Network’s planning stage, CMN worked to ensure CMN activities will complement, rather than overlap with, existing mountain­related investments and programs. This complementarity will be achieved through direct collaboration, as well as by enhancing the interface between different initiatives. Initiatives that will directly or indirectly complement CMN priorities and capabilities include:

1) The Mountain Legacy Project ( mountainlegacy.ca ), led by Eric Higgs (Professor, UVictoria), is theworld’s largest systematic research collection of mountain images, is the inspiration for and part of thefoundation of the CDMO.

2) ACC publishes the State of the Mountains Report , which is motivated by a commitment tosummarize and better communicate an understanding of the environmental and cultural forces affecting

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CANADIAN MOUNTAIN NETWORK — LE RÉSEAU CANADIEN DES MONTAGNES mountains. Launched in 2011, ACC intends to develop the report as a flagship annual publication. CMN will work to promote and support the report and other ACC communications.

3) GWF (Canada First Research Excellence Fund) (see LOS), addresses diverse aspects of changestaking place in mountain watersheds. However, they have broader mandates and a limited capacity tosupport mountain­related research and knowledge mobilization. CMN has identified several areaswhere GWF can support CMN (e.g., hydrological models and data management) and where CMN canextend opportunities for collaborative water research in Canada’s mountains.

4) The ArcticNet NCE is an excellent example of what 15 years of NCE funding can do forenvironmental and ecological research in Canada. CMN has built on the experience gained byArcticNet by ensuring that Indigenous Peoples co­design all components of its conceptual planning,research, and operation. CMN will complement the marine and coastal focus of ArcticNet byconcentrating on mountain ecosystems and peoples including, but not limited to, the Arctic. CMN hashad preliminary discussions with ArcticNet to find ways to complement the work of each Network andplan to share information, such as contributing data to Integrated Regional Impact Assessments andproviding updates at the annual meetings of each organization.

5) Several groups are focused on Indigenous and community­based environmental and conservationleadership and research program development. For example, the Government of Canada included aninitial investment of $25M over five years in the 2017­18 federal budget to support the creation of aNational Indigenous Guardians Network. The ILI (see LOS) advocated for this funding and is nowworking closely with both Indigenous Nations and communities and the Government of Canada toimplement Guardians programs. CMN will seek opportunities to collaborate with ILI and other groupswith shared goals (e.g., Community­Based Research Canada).

6) The Canada Research Coordinating Committee (CRCC) is mandated to achieve greaterharmonization, integration, and coordination of research among the granting agencies and theCanadian Foundation for Innovation. In response to a TRC Call to Action (65), the Committee isdeveloping, in partnership with Indigenous communities, an interdisciplinary Indigenous research andresearch training model that contributes to reconciliation with Indigenous Peoples. The federalgovernment has committed $3.8M for the CRCC to develop a strategic plan that identifies new ways ofdoing research with Indigenous communities. SSHRC will lead this initiative ($3.8M for 2018­19), whichaligns with CMN’s approach and objectives, complementing the Network’s work rather than overlappingwith it.

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CANADIAN MOUNTAIN NETWORK — LE RÉSEAU CANADIEN DES MONTAGNES References Cited [1] Kovach, M. Indigenous Methodologies: Characteristics, Conversations, and Contexts . (University of Toronto Press, 2009).

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[10] Pepin, N. et al. Elevation­dependent warming in mountain regions of the world. Nat. Clim. Chang. 5, 424­430 (2015). doi: 10.1038/NCLIMATE2563

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CANADIAN MOUNTAIN NETWORK — LE RÉSEAU CANADIEN DES MONTAGNES Acronyms ABMI Alberta Biodiversity Monitoring Institute

AC Administrative Centre

ACC The Alpine Club of Canada

AGM Annual General Meeting

BC British Columbia

CAIP Campus Alberta Innovates Program

CDMO Canadian Digital Mountain Observatory

CMN Canadian Mountain Network

CRC Canada Research Chair

ED / EDs Executive Director(s)

FNIGC First Nations Information Governance Centre

GMBA Global Mountain Biodiversity Assessment

GNWT Government of the Northwest Territories

GWF Global Water Futures

HQP Highly Qualified Personnel

IAC International Advisory Council

ICA Indigenous Circle of Advisors

ILI Indigenous Leadership Initiative

IMD International Mountain Day

K Thousand

KFN Kluane First Nations

KTEM Knowledge and Technology Exchange and Mobilization

LN Spans Life of the Network

LOI Letter of Intent

LOS Letter(s) of Support

LT Long­term

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CANADIAN MOUNTAIN NETWORK — LE RÉSEAU CANADIEN DES MONTAGNES

MEOPAR Marine Environmental Observation Prediction and Response NCE

M Milestone(s)

M Million

McMaster U McMaster University

MMC Mountain Municipalities Consortium

NCE Networks of Centres of Excellence

NEON National Ecological Observatory Network (US)

NRCan Natural Resources Canada

NSERC Natural Sciences and Engineering Research Council

NSF National Science Foundation

NWT The Northwest Territories

OCAP® The First Nations Ownership, Control, Access, and Possession principle

PDFs Postdoctoral fellows

PMF Performance Management Framework

RCGS Royal Canadian Geographical Society

RDM Research Data Management

RMC Research Management Committee

RPWG Research Program Working Group

SFU Simon Fraser University

SSHRC Social Sciences and Humanities Research Council

ST Short­term

T Target(s)

TRC Truth and Reconciliation Commission of Canada

TRTFN Taku River Tlingit First Nation

UAlberta University of Alberta

UBC University of British Columbia

UBCO University of British Columbia Okanagan

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CANADIAN MOUNTAIN NETWORK — LE RÉSEAU CANADIEN DES MONTAGNES

ULaval Université Laval

UMontréal Université de Montréal

UN United Nations

UofC University of Calgary

US United States

USask University of Saskatchewan

USherbrooke Université de Sherbrooke

UToronto University of Toronto

UVictoria University of Victoria

VIU Vancouver Island University

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