Proceedings of the 2009 northeastern recreation research symposium

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areas where they coincided and we really hammered [that point] hard. Experience taught me that one thing the Forest Service is sometimes guilty of is thinking that partners are here to help us get our jobs done and actually partners are here so we can help them get their jobs done... I think as long as we realize that and fi nd some areas of mutual interest, we can be very successful as we were with them. Over time, and when relationships have this interdependence, the relationship has synergy. For example, a forest-level partnership coordinator explained, “some partnerships have been with us [for so long] we just take it for granted almost that [districts] have partners. Sometimes we do it so naturally that we forget that it’s something actually special.” Th is increased fl ow creates greater outcomes (i.e., accomplishing more tasks) by smoothing relationships and allowing greater access to partnership networks. However, the agency must remember to balance partner priorities and agency goals. Another aspect of relational interactions is power, specifi cally the loss of agency control over the process and outcome that comes with shared decisionmaking about a task. Leadership is needed to keep things on track, as highlighted by a forest-level public relations staff offi cer: Well, the only challenge we faced in that work project is that there was too many chiefs. In hindsight, when we talked to the staff that organized the workday, they could have done something that would have minimized that whole problem. Th ey did not anticipate it. Th ey did not think about it ahead of time, so we learned a little bit more about volunteer management. Although strong leadership in both the agency and the partner group can help overcome some power issues, the process is a juggling act. Th e ideal is to share authority and control but maintain the ability to rework the partnership terms when expectations are not met. Trust is another factor in relational interactions. Trust is a concern for both agency personnel and their partners, and trust can be hindered by too much ownership of a project. From the Forest Service perspective, partners with too much ownership may feel they have the liberty to conduct unauthorized work; conversely, agency personnel with too much ownership may have limited vision of how and when to use partners. A trail association partner provided this example: We had to convince them [the Forest Service] that they didn’t have to come out and monitor us. To them, volunteers were people who didn’t show up; you couldn’t rely on them… It took a while for them to realize that we were serious, that we would show up … that we would do a good job. Our crew leaders had to break them in to recognize the value of volunteers. It was about building trust and showing them that we are an organized, skilled workforce. Building such trust is easier with formal organizations that provide satisfactory training to their members and have demonstrated organizational commitment over time. Another concern related to trust is abuse, particularly when a fi nancial exchange occurs (e.g., subcontracting work is awarded to a partner organization) or when goals change after the partnership agreement is made. Not surprisingly, the connections that develop from partnerships are a component of relational interactions. Cultivating relationships is sometimes more important than accomplishing tasks; this process involves viewing partners as equals or work companions. Leadership (by agency employees who are willing to commit the time and energy) cultivates these connections. Agency champions tend to develop strong connections with their partners, creating additional support for recreation, a district, a forest, or the agency by establishing external champions (i.e., individual partners). When explaining how a trail volunteer and a recreation technician developed a connection that led to the formation of a trail association, the technician explained, “…and he’s been with me for10 years now. If it wasn’t for him, there would be no trail.” Th e trail association founder replied, “…and if it wasn’t for this guy, I wouldn’t have started the association because his support has been phenomenal.” Proceedings of the 2009 Northeastern Recreation Research Symposium GTR-NRS-P-66 109
Th ese relational interactions enable the Forest Service to access needed skills and workforces. Yet, these relational interactions require both formal (e.g., meetings, fi nancial exchanges, task orders) and informal (e.g., day-to-day interactions about progress and needs) communication between agency personnel and partners. Explicit communication allows for transparency (i.e., clear expectations and roles), but requires open, two-way communication between the agency and its partners and multi-level communication within the agency and within partner organizations. 5.0 CONCLUSIONS Understanding Forest Service–partner interactions is important because it enables better assessments of the skills and responsibilities required of the agency and its personnel. For example, the agency needs to make more formal institutional commitments (e.g., dedicate more staff positions) to partnerships so that connections are not lost when employee turnover occurs. Relationally, the agency needs to provide feedback to its partners by evaluating work and determining the value of the partnership, which in turn will build trust. Th ough limited in scope, these implications illustrate the need for a conceptual framework that enhances our understanding of recreation partnerships as an institutional mechanism to meet the agency’s mission and accomplish tasks. Once refi ned and tested, this emerging framework will help the Forest Service secure funding to promote and support recreation partnerships, and will help the agency strengthen its partnership interactions. 6.0 CITATIONS Cousens, L.; Barnes, M.; Stevens, J.; Mallen, C.; Bradish, C. 2006. “Who’s your partner? Who’s your ally?” Exploring the characteristics of public, private, and voluntary recreation linkages. Journal of Park and Recreation Administration. 24(1): 32-55. Crompton, J.L. 1999. Financing and acquiring park and recreation resources. Champaign, IL: Human Kinetics. Darrow, C.V.; Vaske, J.J. 1995. Partnerships in natural resource agencies: a conceptual framework. In: Chavez, D.J., tech. coord. Proceedings of the Second Symposium on Social Aspects and Recreation Research; 1994 February 23-25; San Diego, California. Gen. Tech. Rep. PSW-156. Albany, CA: U.S. Department of Agriculture, Forest Service, Pacifi c Southwest Research Station: 87-88. James, K.J. 1999. Understanding successful partnerships and collaborations. Parks & Recreation. 34(5): 38-46. Lincoln, Y.S.; Guba, E.G. 1985. Naturalistic inquiry. Beverly Hills, CA: Sage Publications. Mowen, A.J.; Kersetter, D.L. 2006. Introductory comments to the special issue on partnerships: Partnership advances and challenges facing the park and recreation profession. Journal of Park and Recreation Administration. 24(1): 1-6. Outka-Perkins, L. 2009. Welcome to the Forest Service: A guide for Volunteers. Missoula, MT: USDA Forest Service, Technology and Development Program. Segil, L.; Goldsmith, M.; Belasco, J. 2003. Partnering: Th e new face of leadership. New York: American Management Association. Selin, S.; Chavez, D. 1993. Recreation partnerships and the USDA Forest Service: Managers’ perceptions of the impact of the National Recreation Strategy. Journal of Park and Recreation Administration. 11(1): 1-8. Strauss, A.; Corbin, J. 1998. Basics of qualitative research: Techniques and procedures for developing grounded theory (2nd ed.). Th ousand Oaks, CA: Sage. Uhlik, K.S. 1995. Partnership, step by step: A practical model of partnership formation. Journal of Park and Recreation Administration. 13(4): 13-24. Proceedings of the 2009 Northeastern Recreation Research Symposium GTR-NRS-P-66 110
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United States Department of Agricul
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PROCEEDINGS OF THE 2009 NORTHEASTER
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OUTDOOR RECREATION—TRAILS Experie
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GIS APPLICATIONS AND RECREATION RES
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diff erent points along the spectru
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Proceedings of the 2009 Northeaster
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amount of bare rock. Camel’s Hump
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Larson, M. 2004. A Passive Approach
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THE ROLE OF IMAGINATION IN EXPERIEN
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Table 1.—Special places surveys L
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For some people, being in their spe
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CLIMATE CHANGE AND RESOURCE PLANNIN
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large geographical area (Fig. 1). T
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Divers seen = 4.4 Figure 2.—Norm
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Table 4.—Most-specialized divers
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Sarah Young Human Dimensions of Mar
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3.0 RESULTS AND DISCUSSION Th e FRR
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Table 4.—Divers’ perception of
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YOUTH AND OUTDOOR RECREATION
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A qualitative research design was u
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containers, instead of plastic bags
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WALK, RIDE AND LEARN: STUDENTS’ D
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school. Because of the large sample
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Table 8.—Observation of built str
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“I’M TOO OLD TO GO OUTSIDE!”
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Mean Eco-Affinity Score 5.0 4.5 4.0
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children. In: Klenosky, David B., F
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Cherie LeBlanc Fisher U.S Forest Se
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Table 1.—Comparative statistics f
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did some fi shing himself at each s
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On the other hand, some personal kn
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Illinois Department of Natural Reso
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Page 73 and 74: HERITAGE TOURISM DEVELOPMENT IN RUR
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Page 97 and 98: 2.0 METHODS Data were collected at
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Page 115: do something and we might think it
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Page 121 and 122: trails, and asking others to stay o
Page 123 and 124: time/fi nances” in dune protectio
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Page 127 and 128: Jinhee Jun Texas A&M University jju
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Figure 1.—Pedestrian walkway LOS
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Acceptability 4 3 2 1 0 -1 -2 -3 -4
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TOURISM TRENDS AND CHALLENGES
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the rankings of 12 attendance motiv
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Table 3.—Comparison of socio-econ
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Table 6.—Entertainment Seekers’
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PLACE MEANINGS
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Stedman (1999) posited that sense o
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points in a focus group session, Ne
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are not shared by current residents
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Ishwar Dhami Division of Forestry a
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Figure 2.—Model for the calculati
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Table 1.—Viewshed results for all
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land implies that planting vegetati
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Shafer, E.L.; Hamilton, J.F.; Schmi
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a setting’s ability to facilitate
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EUH Place Satisfaction Figure 1.—
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Table 4.—Regression coefficients
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Jőreskog, K.G.; Sőrbom, D. 2004.
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OUTDOOR RECREATION II
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Th e primary objective of the propo
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Question 10. Do you believe that SU
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Rodney B. Warnick Tom Stevens Unive
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Table 1.—Estimated visitation to
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Table 2.—Estimated national park
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For this section of the trend analy
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5.0 DISCUSSION, CONCLUSIONS, AND IM
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RECREATION TRAILS IN MAINE AND NEW
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Table 2.—Average cross-sectional
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Table 5.—The percentage of stream
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Demrow, C.C. 2002. Maine trails man
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Turner, J.M. 2002. From woodcraft t
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Chad P. Dawson, Professor State Uni
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80 70 60 50 40 30 20 10 0 Very diss
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Table 4.—The number of campers in
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Fuller, C.; Dawson, C. 1999. A comp
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Table 1.—Modal response rates Ini
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Smee, A.; Brennan, M. 2000. Electro
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Table 1.—Characteristics of parti
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Table 3.—Results of discriminant
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5.0 CITATIONS Babbie, E. 2001. Th e
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Bernardita Silva Graduate Assistant
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Table 1.—Expenditures by 2008 Ame
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6.0 CITATIONS Della Bitta, A.; Lond
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the economic impact of travel, and
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the air show. Th e second most popu
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not displace other local spending.
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6.0 CITATIONS Adams, P.D.; Parmente
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MANAGEMENT AND USE OF PARK, RECREAT
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which suggests that diff erent type
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Table 2.—Between-groups ANOVA to
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forest settings (means = 4.4 and 4.
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LEISURE RESEARCH
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communities together, and a decline
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Table 2.—Life satisfaction scale
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onds within a social group is a mec
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“I JUST WANTED TO GET AWAY”: AN
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Th e importance of “getting away
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Gerlach, J. 1989. Spring Break at P
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www.nrs.fs.fed.us The U.S. Departme
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