Natural resource managers in the wildland‐urban interface struggle with a variety of issues. In particular, land managers are becoming increasingly burdened with societal problems as a result of encroaching development and increased forest use. This article reports on a process used by the Ocala National Forest, Florida, to work through societal issues common in many US forests. Specifically, this article describes (1) the Ocala National Forest situation, (2) the workshop that drove the process, and (3) progress made after the workshop. Identified solutions required the development of long-term, collaborative strategies; however, the process showed that immediate and successful techniques can be identified and implemented when agency personnel use nontraditional decisionmaking strategies. Strengths of the process proved to be the ability to improve communication across administrative layers, engage new and existing partners in a process focused on solutions, and develop immediate solutions, which are designed to result in long-term improvements.
The Journal of Forestry is the most widely circulated scholarly forestry journal in the world. In print since 1902, the Journal has received several national awards for excellence. The mission of the Journal of Forestry is to advance the profession of forestry by keeping forest management professionals informed about significant developments and ideas in the many facets of forestry: economics, education and communication, entomology and pathology, fire, forest ecology, geospatial technologies, history, international forestry, measurements, policy, recreation, silviculture, social sciences, soils and hydrology, urban and community forestry, utilization and engineering, and wildlife management. The Journal is published bimonthly: January, March, May, July, September, and November.