Why?
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Problems have had a long history before
we found out about them. |
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Problems frequently require a long view (e.g.,
50 to 60 years). Proposals may take years to work through the
budget cycle. We need to get a long
start. In the beginning, we need to clarify problems, find out
where affected people are.
Constantly looking far ahead so that we can start addressing
concerns before they become crises is essential! Identifying
issues and concerns that influence your
proposal will improve the odds of implementing a sustainable solution
that meets current and future needs.
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How?
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Pitfall:
Don't skimp on communication!
You may not have a lot of resources at this point, but
failing to build communication bases and rapport now will
erode relationships and ultimately the entire process.
You won't get the information you need and you will shut
down an invaluable early warning system. |
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Participants, organizations, and agencies
have often already seen an ongoing/future problem or opportunity
and are working on finding ways to address it. Open communication
lines are the most effective way to identify problems early:
- Internal.
- Keep your antennas plugged into the Secretary's and Commissioner's
offices to become aware of what issues they want to address
and how they want to address them. Use their objectives and
missions as guidelines to identify problems. Also, communicate
with other offices and teams to keep track of the atmosphere
where the problem is located. Talk with colleagues to see
if similar problems keep cropping up--perhaps you can identify
patterns and address many issues more effectively within one
comprehensive program.
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- External.
- Other Federal, State, and local agencies; partnerships;
organizations; and interest groups can help identify problems.
If you have a working relationship with employees in these
organizations, it is easier to communicate
with them, share details of problems, and discuss the background
contexts or problemsheds. Participants,
technical experts, affected publics, and interested observers
will help identify problems and fill in the context. You may
want to look at newsletters and records from government and
private organizations. At times, you may be able to refer
issues to other agencies (and vice versa); or you may want
to bring that agency into a partnership
to cooperatively solve the related problem.
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- Grassroots.
- Local organizations and people may also identify problems.
Develop grassroots relationships with key people through consistent,
frequent communication. Then people will be more likely to
talk about problems that we may have a role in solving. Grassroot
relationships are also vital to promoting an honest and open
atmosphere where you can work together to identify and address
problems.
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- Study analyses.
- Within ongoing studies, analyze related concerns, physical
interrelationships, ecosystem dynamics, and human influences
within the problemshed.
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- Projections.
- Economic development, demographics, and biological and
physical resource trends will help highlight potential problems.
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- Legislation.
- Keep an eye out for legislative actions that may identify
problems, mandate or affect other solutions.
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