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personnel. A large number of individuals and organizations working together on a plan makes the work go more quickly and the plan more comprehensive. People-be they private landowners or government employees-are more enthusi- astic about working to carry out projects that they have helped plan themselves. They "own" the plan, and that ownership generates a desire to see it fulfilled and a sense of responsibility for it, too. Best of all, because the issues iden- tified through this process are real concerns and the solu- tions are the ones the local people and governments them- selves are comfortable with, the plan has a better chance of being implemented. Furthermore, because the resulting plan addresses multiple issues through multiple techniques, progress can still be made even if some of the proposed solutions are slow in get- ting off the ground. lLlEl'\TlFYING IvlULT1PLE OBJECTIVES Whatever the central goal of multi- objective planning, other related objectives must be identified by individuals and organizations from throughout the planning area. Through multi-objective planning, all the potential goals, problems, and needs related to the central issue are raised and exam- ined in a central context, so that their interrelationships can be examined and capitalized upon. IDENTIfYING ~l ULT1- PURPOS E SOLUTlO:--lS When multiple goals are identified through a multi-objective plan- ning process, many of the poten- tial solutions to the issues will overlap. That is, a solution to one problem will help solve others as well. Not only is this more efficient and cost-effec- tive, but it also illustrates to the participants in the process how closely related the various problems really are, and how one type of activity can have impacts on many other aspects of life within the planning area. HOW TO DO l'v(CLTl-OBJECTIVE PLA:--lNI"C There is no one way to carry out multi-objective plan- ning. In fact, each situation and local planning unit will need its own tailor-made multi-objective planning process. Just as the mechanism (be it a dis- aster or whatever) that triggers the desire for using a multi-objective approach will differ, so will the principal needs and goals of the locality, the amount of technical expertise on hand to apply to particular problems, the length of time available, the kinds of written or other products need- ed, the timing and locations of meetings, the media coverage, and the public awareness efforts required. The multi-objective planning process described here can be modified as much as nec- essary to serve local interests and needs, as long as the five essen- tial components (multiple issues and goals, an appropriate plan- ning area, locally based goals, use of existing resources, and a comprehensive partnership) are always present. MallY of the illcelltives alld much of the "kllow-how" for multi-objective river corridor mallagemellt are already ill place in the United States. A revolu- tioll in goals is Ilot needed, Ilor is extensive new legislatioll or huge new budgets. What is needed is to apply much more broadly what is already kllowll about hydrology, geomorphol- ogy, and ecology ill creative "collsell- sus" ways to mallage waters alld adja- Cellt floodplains and wetlands as inte- grated landscapes. .