On Feb. 11, at a national meeting dedicated to the field of rangeland management, a young researcher delivered a captivating presentation. He explained, in poetic form, how the innovative research of the USDA Agricultural Research Service (ARS) brings together old adversaries to build collaborative relationships and solve real-world problems for ranchers and natural resource agencies. Four days later, he was fired. A brilliant public service career was cut short and a year of data collection and trust-building — already paid for with public dollars — was thrown away. He wasn’t the only one; thousands of probationary employees of the ARS, U.S. Forest Service, Natural Resources Conservation Service, and other agencies also lost their jobs. This myopic executive action will come back to haunt us.
These young scientists are the best and brightest we have. They chose a path of public service science, working closely with rural residents, ranchers and farmers to address vexing issues like wildlife-livestock coexistence; flexible management in the face of increasing droughts, wildfires and floods; and maintaining food production and ranch profitability in volatile weather and markets. In ARS research stations, including the Central Plains Experimental Range in Nunn, Colorado, they work closely with farmers and ranchers to blend experiential insights with scientific methods. Their research is both locally driven and nationally relevant.
ARS researchers are highly qualified, productive and widely respected. The fired researchers are emerging leaders in their fields. They combine intellectual brilliance and creativity with deep empathy and communication skills to collaborate effectively with everyone from ranchers to environmental advocates.
Here’s what we are losing when we terminate these dedicated public servants. First, science takes time to yield results. Stopping studies midway by firing key personnel who were collecting or analyzing data results in a huge waste of funds already expended. If experimental treatments are not applied and further data goes uncollected or unanalyzed, we may never learn from these investments of taxpayer money. We won’t know what we’re missing, and it could be critical knowledge for solving a real-world problem.
Second, once we fire these rising stars, we may never get them back. Others with equal talent will be reluctant to apply for such insecure positions. As we undermine trust in the U.S. Government as an employer, we throw away our greatest national wealth — our priceless human capital.
Third, research and development drive American innovation in all sectors, including agriculture and natural resources. Government can invest in longer-term and riskier research than the private sector. This is especially true when it comes to topics of great public interest but limited profit potential, like sustaining rural livelihoods while safeguarding biodiversity. By firing key personnel on long-term collaborative research projects, we undermine vital learning opportunities unique to government-led research.
Fourth, researchers often live and work in remote rural towns. They participate in the PTA and Lions Club, they shop, dine and fix their cars in local businesses, they frequent the local clinic. When we terminate federal employees in rural towns, we contribute to rural economic and social decline. This does not make America great; it unravels the social fabric of our heartlands.
In the past, some researchers failed to work effectively with farmers and ranchers. But the researchers I am talking about exemplify a new and different way of co-creating knowledge while building community across different life experiences. When a young researcher can stand in front of a thousand agency professionals, ranchers and research peers, and bring them to tears with a poem about doing science together in the sagebrush steppe, you know we’re onto something. Losing him, and thousands like him, is a loss for us all.
Maria Fernandez-Gimenez is a Fort Collins resident.
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