The process is the impact: A case study of partnership rapidly driving change in Australian bushfire risk management

This paper reflects on the context of disaster management (bushfire management) following a critical situation and how the interface between public agencies and scientific institutions can be improved to ensure learning and change. The critical situation was the 2019–2020 bushfires in southeastern Australia that led to a sustained and chronic state of crisis for organisations and communities. A sensemaking process is assessed through an autoethnographic methodology to describe the successful outcomes of an environmental agency responding to inquiry recommendations for change, in bushfire management. In particular, the paper explores the outcomes of ongoing, sustained dialogue and collaboration between researchers and government. The development of trusted relationships and purposeful collaborations ensured an effective knowledge exchange process that supported both explicit and tacit knowledge. This led to the smooth adoption of inquiry recommendations. This publication will be of relevance to all those who work in the research and policy interface. It provides a case study of an underexplored area - the experiences of those who work within an organisation in the years that follow a disaster to adapt and implement change.