Define
the Problem |
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This is your initial rough cut proposal to gain funding
to address a problem. It will be modified later as more detailed
information becomes available. Determine problem's significance
and priority |
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Purpose
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Choosing the right problem
to solve is the halfway mark to success. |
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- To provide a preliminary idea of what the problem is
- To see what you want to do about it
- To determine the amount of effort and resources to devote
to it
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Why?
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Without a clear definition of the problem,
no one can take actions to solve it. |
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This is the first step toward getting funding.
Decisionmakers at every stage of the budget process confront
a plethora of problems clamoring to be solved. They weed out
the ones that are poorly defined or that aren't a priority.
Carefully defining the problem will focus your efforts and
reduce waste. |
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How?
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At this point, remember you need to seek official
sanction to address the problem. Keep in touch with sponsors
and decisionmakers to make sure that you can continue to pursue
the problem and find funding sources. See if you can help others
justify their involvement by showing the significance, the current
and future impacts of the problem, and the potential benefits
of solving the problem.
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Define
the Problem
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Be aware of what is happening in the
area to help define the problem's context and identify
the root causes. |
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At this stage, you simply need a ballpark,
conceptual definition you can shape and redefine later. This
does not mean that you are taking a wild guess, nor does it
mean that you are seeing only part of the picture. Clearly defining
the problem now will build a foundation that will be immensely
valuable later. Communicate Everyone sees the problem differently,
so pull in a wide range of perspectives from all stakeholders at all levels. Listen
to existing partnerships--they will have an idea about your
proposal and related problems.
Get involved in defining the problem early. This way you
will be able to determine how people perceive the priorities
and needs--what is important to them.
Extrapolate from what you know. Compare your action with
other similar problem-solving efforts. Where there are similarities,
see how far they go. Where there are differences, think about
what these differences might mean for the study (e.g., if this
particular selenium problem involves an additional source of
selenium or affects commercial recreation on a reservoir where
the other study didn't, then what affect might that have?)
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Refine
the Objectives
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Objectives will change and
develop as the process progresses. But starting out with an
idea of where you are going will help focus the proposal and
allow others to react to something concrete--thus providing
better, more useful input early in the process. Find standards
or measurements that mean something.
Lay out some clear planning objectives: what, when, where.
The more specific the measurements and timeframes, the better.
(These can always change later when you get more information.)
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Look
at Constraints
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Examining constraints at this early stage will help shape
the study and steer clear of fatal flaws. Check out existing
regulations. Look at the constraints on similar actions. Chances
are they will apply to your process as well.
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Determine
the Priority
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Priorities determine funding and actions. While the Administration
and the Congress will make the final call on funding and priority,
your first cut will provide a useful perspective.
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Determine
the Significance
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Figure out how important the problem is and how it relates
to funded initiatives. The more significant, the higher the
priority and the more likely the funding.
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Document
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Document the findings so decisionmakers can
determine whether to pursue the proposal.
This should include:
- The overall picture.
- Define the problemshed. Determine
what the demands are on the resources and how you will meet
those demands. Consider both the local context and the interrelationships
with other influences, actions, and problems on a wider scale.
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- Needs to address.
- Define the problem in terms of the number of people who
may be involved (and who may gain or lose). Will the solution
address one need or many? Some descriptions will be general
(e.g., river basin management, water use allocation) while
others may be quite specific (e.g., improve flows in Alfalfa
National Wildlife Refuge, power rewinds).
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- Unique aspects.
- Every decision is driven by unique, finite facts. Cookbook
approaches and automatic assumptions can prove deadly at this
point. Consciously looking for what is different about this
problem will help you identify key issues, concerns, and resources
early.
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- Future projections.
- To manage resources effectively, look at the long term.
Talk to demographers, economists, and other experts to predict
what the resources and demands will be.
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- Reclamation's role.
- To showcase this problem as a priority that Reclamation
needs to fund, show how the problem relates to our mission.
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Look Forward
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Ask yourself: if we solve this problem here,
will we just create one in another area? (e.g., if we build
levees and dams here for flood control, will the floods simply
move downstream?) Keep this question in your hip
pocket --you'll probably want to re-answer it throughout
the process.
Take yet another look to make sure that what you have defined
actually is significant. If not, be willing to say so. It may
be that a special interest group has a specific agenda or that
circumstances have changed. You might want to refer it to other
local agencies who can deal with it on a smaller level or to
a partnership dealing with similar problems. Always look around
and see if this small problem is part of a larger issue within
the watershed.
If it is significant, keep going to get partners, funding,
and authority. Emphasize why addressing
the problem is important by showing the depth and breadth of
the need that the solution would meet. Use the proposal to explain
why resources should be spent to address these problems, needs,
and opportunities to help decisionmakers effectively set priorities.
Make sure the people who identified the problem know the
status of actions. |
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Go On
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