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Question 1
Question 2
Question 3 |
The group began its discussions by reviewing the background/perspectives of
participants. The Human and Community Resources group was composed of an urban
planner, a farmer, a soil scientist, university faculty and administrators, and
representatives of environmental interest groups, a utility company, federal
agencies, and an international research/development center.
The opening discussion focused on how we can prepare for a socially,
economically, and environmentally sustainable future when the world population
will increase from nearly 6 billion to more than 10 billion in the early part of
the next century. These people will aspire to higher standards of living. We
must view the North American Great Plains as part of a global community, not in
isolation. We must plan for this population and consider it in food production
planning.
In the spirit of inclusiveness, we need to listen to the perspectives of
others. We can make changes in the way we do things in this region and the rest
of the world. We must make changes.
Sustainable development is not a new concept. Farmers have practiced it from
the beginning of time. Sustainable development has been threatened by
institutions. We need to stop talking about sustainable development and take
action. It is about partnerships. To address this issue, everyone must come to
the table. We need to accept responsibility ourselves. We have to deal with the
real issues and focus on what we can do to bring people together in
partnerships. We need to recognize that mistakes have been made. We need to move
beyond that and envision what we can do - stop placing blame and start doing.
Question 1: What are the principal
stressors related to human and community resources affecting the North American
Great Plains? Economic, policy, environmental, and social/cultural stressors
should be considered. These stressors should be considered on various scales
ranging from local to global.
Discussion focused on both the negative and positive forces that are related
to the sustainability of human and community resources in the Great Plains.
Negative stressors:
- The need for partnerships is not seen by all as critical to addressing
issues of sustainability in the region. Some people are inhibited from coming
willingly to the table because of a deep-seated lack of trust or because of
different agendas.
- Applying urban models to rural life. These models are based on large
populations. We need to employ human participation models.
- Leadership fatigue. We need to encourage people in leadership positions to
remain involved and, at the same time, motivate those who are apathetic.
- Fear of change. Policies that were created many years ago may now be
outdated and unnecessary, but people still want to protect those policies.
- Small farm size. Farm size must be increased for farms to remain
profitable.
- Trade that emphasizes raw materials as exports. Trade should emphasize the
export of value-added products.
- Incentives to produce commodities that are not considered to be
sustainable.
- International interference by governments on GATT issues in terms of
subsidies and tariffs.
- Agricultural subsidies that are used to offset subsidies of groups like the
European Union.
- Decreasing vitality of community economies because of vertical integration
(i.e., more dollars in the hands of fewer people).
- Drain of intellectual resources from the region and decreased movement of
population into the region. The region has an aging population.
- Control of the world economy by multinational corporations (MNCs). This
control results in economic blackmail: if standards are imposed, the MNCs will
go somewhere else.
- Lack of environmental information on which to base decisions.
The group discussed whether it was "our" job to sustain all
communities or only those that are sustainable. The desire for sustainability
must come from within. These communities must have a vision and a mission. A
vision must be embraced as your own, or it will not be sustained. A vision helps
to motivate people and a mission provides direction. This translates into the
need for a plan on how to achieve these objectives. If the community has a
positive vision of the future, they are not as likely to be threatened by the
possibility of losing their identity.
Communities need to be able to resolve conflict. There must be a consumer
decision-making model available that can be employed to build awareness and
develop strategies to reach goals.
Question 2: What are examples of
successes (e.g., best practices, tools)? How do you know they work? Where are
the gaps?
Successes or positive stressors identified by the group included:
- People have a healthy attitude about collaboration and taking
responsibility. People in the Great Plains still want government to work. This
implies that there is a potential for partnership between government and
communities. However, at present there seems to be a lack of partnerships in the
region.
- Community-based initiatives often work and should be encouraged. Much more
can be accomplished through partnerships, especially if the initiative comes
from the grassroots level. Partnerships are synergistic and provide a sense of
hope for the future.
- A "sense of place" is critical to a person's outlook on life and
the future. People must have a positive attitude about the Great Plains. The
region must maintain its young people if it is to achieve its vision for a
sustainable future. Sense of place must be viewed in a regional sense
(connectedness), not as isolated places or communities. We also have a sense of
place as environment, but most of that is directed toward ecosystems.
- MNCs also offer the opportunity for smaller-scale investment by locals.
- A "greening" social awareness creates the possibility for small
and medium enterprises. Home-based businesses in the region have increased.
- Regional incomes are relatively high, although income distribution is
worsening.
- A good understanding exists of the importance of economic issues to the
region. This gives us insight on possible focuses for future efforts. If we want
to motivate people, we need to assure them that their economic needs are being
addressed. This is a good starting point for motivating action and change.
- Greater purchasing power can change an economy to be more socially and
environmentally responsible. This change can drive both industry and policy.
- Technology has provided opportunities for small businesses in the region.
- Communities have adopted a sense of vision and control because of the
failure of government to address many issues related to sustainability. This has
provided a sense of strength.
- Education creates a sense of understanding of the issues associated with
sustainable development.
Question 3: Identify specific actions
or programs that would lead to a more sustainable future for the region. Be
specific by addressing the following questions: What can be done? How can it be
done? Who will implement it? What can WE do?
- The first step is to identify strategies and target audiences. Be prepared
to listen to these groups. Begin by building partnerships between government and
groups or communities. Community participation will help to establish
credibility. Specific actions will fail unless credibility is established at the
outset. Action plans will follow this process.
- Present the results of this symposium to the sustainability conference
scheduled for August in Winnipeg. This will be an excellent opportunity for
interaction because many community and agricultural leaders will be in
attendance. This could be an important first step toward initiating some of the
ideas from this symposium.
- Communicate the results of this symposium to local, provincial, and federal
leaders for further action.
- Prepare a guidebook or notebook of information on sustainability. This
guidebook could be prepared for different audiences.
- Organize a workshop following the series of conferences/symposia on
sustainability in the Great Plains to assess the process and where we go from
here.
- Develop linkages with Saskatchewan's Prairie Ecosystem Study, which is part
of Canada's Sustainable Development Agenda.
The Human and Community Resources focus group concluded by listing five
criteria that they considered to be key to sustainable communities:
- A healthy attitude on the part of the community regarding collaboration,
responsibility, and partnership.
- A strong sense of place and time, as well as a sense of worth, hope,
success, and adaptability.
- Communities must take charge of (and responsibility for) their future.
- Communities must become self-reliant and diversified.
- Communities must understand and value the importance of education.
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