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Timothy J. Brown and Crystal A. Kolden Desert Research Institute, Reno, NV Barbara J. Morehouse

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Developing Sustainable Partnerships Between Fire Scientists and Decision-Makers. Timothy J. Brown and Crystal A. Kolden Desert Research Institute, Reno, NV Barbara J. Morehouse University of Arizona, Tucson, AZ. Partnership.

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slide1

Developing Sustainable Partnerships

Between Fire Scientists and Decision-Makers

Timothy J. Brown and Crystal A. Kolden

Desert Research Institute, Reno, NV

Barbara J. Morehouse

University of Arizona, Tucson, AZ

slide2

Partnership

  • Requires a necessary foundation for the development of an iterative science-society collaboration
    • Society must develop a proprietary interest in the science and its applications
  • A sustainable partnership
    • Stakeholders who have the interest, social and economic capital, and motivation to sustain the enterprise
slide3

Basic Questions

  • What are “partnerships”?
  • What makes a partnership effective?
slide4

Partnership Synergy Factors

  • Synergy measures and example characteristics
    • Collaborative thinking (e.g., creativity, practical, innovative)
    • Partnership action (e.g., pooling and coordination of resources)
    • Relationships with community (e.g., focus on community problems)
    • Partner participation (e.g., extent of individual and organization participation)
    • Planning (e.g., development of realistic goals)
    • Management/administration (e.g., understand and document impacts of actions)
slide5

Determinants of Partnership Synergy

  • Synergy measures and example characteristics
    • Resources (e.g., money, information, connections)
    • Partnership characteristics (e.g., leadership characteristics, flexible management/administration, efficiency)
    • Relationships among partners (e.g., trust, confidence, respect)
    • External environments (e.g., community characteristics, public policies, organization policies)
slide6

California and Nevada Smoke and Air Committee

(CANSAC)

  • Comprises 9 federal, state and local agencies
    • USFS R5, BLM (CA & NV), FWS, NPS, USFS PSW, CDF, CARB, SJVA
  • Mission
    • Oversee the implementation and operation of the CEFA Operations and Forecast Facility
    • Facilitate the transfer of MM5 and other mesoscale meteorology research done by various agencies to the field for operational applications
    • Work closely with the other regional mesoscale meteorology modeling consortiums to improve model accuracy and the implementation of “Bluesky” and other programs
slide7

CANSAC Structure

  • Board of Directors
    • 9 members
  • Operational and Applications Group
    • 7 members
  • Technical Advisory Group
    • 5 members
slide8

Survey Method

  • 45 questions/statements
  • Ranked 1-5
    • 1 (strongly disagree); 5 (strongly agree)
    • 1 (very poor); 5 (very good)
slide9

Survey Categories

  • Partnership structure
  • Organizational design
  • Availability of resources
  • CANSAC management
  • Leadership
  • Progress
slide10

Sample Statements

  • A sufficient level of trust exists among CANSAC members
  • CANSAC has the flexibility to be innovative in how it approaches its work
  • Funding is sufficient
  • Management accountability
  • Ability to harmonize differences in members’ perspectives
  • Level of integration with stakeholders
slide11

Results

  • BOD and OAG strongly agreed that their organization’s interests are well integrated into the partnership
  • TAG less certain on the level of commitment
  • Disagreement between all 3 groups on question of having satisfactory access to the resources it needs
  • All 3 groups concerned with flexibility to allocate resources
slide12

Results (cont)

  • All 3 groups concerned with funding stability
  • BOD and TAG concerned about motivating members
  • BOD concerned about harmonizing member differences
  • BOD concerned about external communications and evaluation
  • OAG concerned about project evaluation process
slide13

Summary

  • Survey indicated an overall moderate level of satisfaction in terms of a CANSAC partnership
  • BOD and OAG feel strongly that their organization’s interests are well integrated into the partnership
  • CANSAC resources and project/product evaluation process needs improvement
slide14

Conclusions

  • CANSAC can be identified with a number of observed and theorized aspects of synergistic partnership characteristics and determinants
    • Serves as a useful model for scientist and decision-maker sustainable partnerships
  • Claiming a partnership is not satisfactory, nor realistic
    • It must be evaluated on an on-going basis with synergistic characteristics and determinants as measures
    • Various levels of project/product use and value must be assessed (e.g., operations, management)
  • It takes time to establish a partnership
    • 3 to 5 years of continuous effort is common