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<br />common vision of the future to be dt:veloped
<br />among the general public and government
<br />agency personnel (who often have different
<br />missions). A large number of agencies and
<br />individuals working together on a plan makes
<br />the work go more quickly and the plan more
<br />comprehensive. People-be they private
<br />landowners in the Vermillion Basin or gov~
<br />emment t:mployees--are more enthusiastic
<br />about working to carry out a plan that they
<br />have had a hand in. They "own" the plan, and
<br />that ownership generates a desire to see it
<br />fulfilled and a sense of responsibility for it, too.
<br />Best of all. because the issues identified through
<br />this process are real concerns and the solutions
<br />are the ones the people of the Basin tht:mselves
<br />are comfortable with, the plan has a better
<br />chance of being implemented. Furthermore.
<br />because it addresses multiple issues, progress
<br />will still he made even if some of the proposed
<br />solutions are slow in getting off the ground.
<br />
<br />['ROCF.IlURES
<br />A five-day workshop was suggested as a good
<br />way to bring peoplt: togt:ther and try to devel~
<br />op a plan. At an informal meeting in Yankton
<br />in January 1994. local agendes and interested
<br />individuals made a preliminary list of 17
<br />issues that they thought the planning work-
<br />shop should tackle. The issues were grouped
<br />into five categories; people were then recruit-
<br />ed from many different agencies and groups
<br />with the expertise necessary to understand
<br />the local concerns, recommend solutions, and
<br />suggest sources and methods of implementa~
<br />tion assistance and funding under each cate-
<br />gory. The categories were
<br />
<br />
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