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Operational-scale experiments that evaluate the consequences of fire and mechanical "surrogates" for natural disturbance events are essential to better understand strategies for reducing the incidence and severity of wildfire. The national Fire and Fire Surrogate (FFS) study was initiated in 1999 to establish an integrated network of long-term studies designed to evaluate the consequences of using fire and fire surrogate treatments for fuel reduction and forest restoration. Beginning in September 2005, four regional workshops were conducted with selected clients to identify effective and efficient means of communicating FFS study findings to users. We used participatory evaluation to design the workshops, collect responses to focused questions and impressions, and summarize the results.
This report examines the capacity of natural resource agencies to generate scientific knowledge and information for use by resource managers in planning and decisionmaking. This exploratory study focused on recreation in the U.S. Department of Agriculture, Forest Service. A semistructured, open-ended interview guide elicited insights from 58 managers and 28 researchers about recreation issues, information exchange, and research-management interactions. Data were coded and analyzed using Atlas.ti®, a qualitative analysis software program. Results indicate that recreation managers seek information to address user conflicts and manage diverse activities across sites and landscapes. Managers do not always turn to the research community when looking for scientific information and are uncertain about the proper channels for communication. Managers consult a variety of information sources and aggregate various types of scientific information for use in planning and management. Managers desire greater and more diverse interactions with researchers to promote knowledge exchange useful for addressing recreation problems. Barriers to interaction include organizational differences between management and research, researcher responsiveness, relevance of information to manager needs, and the lack of formal interaction opportunities. Several structural processes were suggested to facilitate opportunities for greater interaction and information exchange.