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Once threats have been identified, stakeholders can work together to identify what the drivers of those threats may be. For a simplistic climate change example, we know that increasing stream tempera- tures are a result of increased atmospheric carbon dioxide and what the underlying causal mechanisms may be (Figure 5 -2). This approach is valuable for other threats, such as land use change (Figure 5 -3). These steps will help stakeholders frame the problem more clearly and set the stage for identifying appro- priate conservation actions. Once the threats to conservation targets have been established, a set of actions that improve the status of or reduce the threat to your conservation target should be identified and prioritized. Stakeholders should work together to identify potential manage- ment actions and identify alternative scenarios for decision - making. These actions should be explicit and well - documented and reflect the activities that are under the agencies control. Building on the previ- ous example, conservation actions can be identified by looking at the conceptual model and identifying `management intervention points' where the agency or stakeholders can provide the most appropriate input (Figure 5 -4). In this example, snow fences can be described as a "resistance" adaptation strategy. These types of strategies may help to buy -time for a system in the short term until other adaptation strat- egies are developed but are unlikely to be viable over longer time periods due to the magnitude and pace of climate change (Mawdsley et al. 2009). Conservation or management actions will generally include a diversity of strategies, such as land acqui- sition, conservation easements, outreach, habitat restoration, hunting regulations, or new legislative policies. The type and priority of the action will be dependent on the management agency involved, the expertise available, the public /economic context, or the potential impact on the conservation targets. Based on the threats identified, management actions should be selected from a set of possible alternatives. Alternative actions will be evaluated based on many factors, such as resource status, the current level of understanding about the resource, socio- economic feasibility of implementation, and cost /benefit. Structured decision making provides many tools and methods for facilitating stakeholders in evaluating alternative actions and prioritizing among them (see Runge et al. 2010). Part of prioritizing the actions is also identifying a process for operationalizing or implementing the plan, for example, identifying LIMITED I I ZONING CONSERVATION PRESSURE R ND H LAND CONVERSION STREAMS Figure 5 -3. The concept diagram is a valuable tool for climate change and other stressors.